I wasn't highly touted coming out of high school, so it wasn't like I was expecting to get a lot of minutes. For me, I didn't know how good a player I was, even though I think I did decent as a freshman.

Seattle was my favorite team growing up, so I know a little bit about Coach Karl and his history. He's one of the best coaches in the game, well-respected by much of his peers and much of his players.

When I was growing up, there wasn't too much technology. There weren't so many channels that we were glued to on TV. We had to go outside and create our games. Kids had the habit of being active and exercising, just enjoying the fresh air.

It's similar to basketball: when you go to different gyms and win or lose, you learn something new. So when kids get out of the classroom, go to a new environment and meet different people, it opens their eyes to new things, and they have fun learning.

As CEO of Accenture, I am not French anymore. When I'm in India, I am Indian. We are a company with no physical headquarters. We operate on a virtual level. Our leadership meetings are teleconferences, which is why the Board asked me to stay on in France. And I tell others to stay in their own countries.

The way I would measure leadership is this: of the people that are working with me, how many wake up in the morning thinking that the company is theirs?

What I teach our people is that, as a leader, you have four key roles apart from people management. First is to champion the grand vision. Two, install systems and a culture to run experiments. The third thing is to savour surprises. The fourth thing is that even a leader's ideas need to be subjected to tests.

The art of leadership is saying no, not saying yes. It is very easy to say yes.