We're long past having to defend or explain why women should be on boards, given all the data that shows how companies with female as well as male directors perform better. It's unfortunate when companies with a large percentage of women constituents don't reflect that in their boardrooms.

Not everybody is created equal, and it's important for companies to identify those high potentials and treat them differently, accelerate their development and pay them more. That process is so incredibly important to developing first-class leadership in a company.

When I became CEO of Xerox 10 years ago, the company's situation was dire. Debt was mounting, the stock sinking and bankers were calling. People urged me to declare bankruptcy, but I felt personally responsible for tens of thousands of employees.

Most of my career has been in sales. I spend 50% or more of my time with customers and employees, and I can't wait for it to be more than 50%.

My father, who died a few years ago, was a good, simple, very honest man. His faith and affection for his family was just unassailable, without question.

A family with two kids and a dog, however cheesy it might sound, that's what I want.

When I was three or four, only football was in my head. I went 10 years, and nothing changed - only football, football, football. The strange thing is, nobody played football in my family before.

I know plenty of people with kids in elite, private schools and had heard many stories. I have drifted into the homes of some of those very wealthy families in New York and am fascinated with the dynamic and how much freedom the children are given.