Incentives are not strategy, they are tactics. Defensive measures.

We have some worse scenarios for which we need to prepare as companies. For the moment, we're planning for the worst, and the worst is now, and the car market is down more than 15 percent in France. There is so much uncertainty.

You go to a plant not only to pat the people on the back, but to tell them about the opportunities they have to do a better job. Quality is one of the opportunities they have to do a better job.

When you're C.E.O., you have to have two conditions: first, shareholders need to trust you and want you to head your company. The second is that you need to feel the motivation to do the job. So, as long as both are reunited, you continue to do the job. And today, they are reunited.

If the crisis lasts moments, rapid action is critical. But if it's simply the beginning of a broader issue, especially one where the root cause isn't known yet, the worst thing a leader can do is act immediately.

I learned what it is to lead - and above all learnt that leadership is more about being strong on the inside than being loud on the outside.

We will work hard to ensure New Zealand is once again a world leader, a country we can all be proud of. We said we could do this; we will do this.

All these boundaries - Africa, Asia, Malaysia, America - are set by men. But you don't have to look at boundaries when you are looking at a man - at the character of a man. The question is: What do you stand for? Are you a follower, or are you a leader?