There is almost nothing more painful for a leader than seeing good people leave a growing organization, whether it's a priest watching a Sunday school teacher walk out the door or a CEO saying goodbye to a co-founder.

Anybody, and any company, can have a big run of success once, but if you're going to repeat that over time, you need to be aware that you need to keep learning.

I have yet to meet members of a leadership team who I thought lacked the intelligence or the domain expertise required to be successful. I've met many, however, who failed to foster organizational health. Their companies were riddled with politics, various forms of dysfunction, and general confusion about their direction and mission.

The truth is that intelligence, knowledge, and domain expertise are vastly overrated as the driving forces behind competitive advantage and sustainable success.

I mean, Emily Harris was his wife. And she seemed to resent his leadership, but on the other hand, she felt like a good soldier, that he had to be the leader.

The something-for-nothing culture has been championed by a minority of militant union leaders, who threaten strikes with impunity to secure unjustifiable pay hikes.

I have been in many countries, and I have found there people examining their own love of life, sense of peril, their own common sense. The one thing they cannot understand is why that same love of life, sense of peril and above all common sense, is not invariably shared among their leaders and rulers.

I'm a pragmatist. I think, as a woman, you have to be more careful. You have to be more communal, you have to say yes to more things than men, you have to worry about things that men don't have to worry about. But once we get enough women into leadership, we can break stereotypes down. If you lead, you get to decide.