Regular feedback is one of the hardest things to drive through an organization.
Many people don't focus enough on execution. If you make a commitment to get something done, you need to follow through on that commitment.
I was attracted to law school because I believed it would help me prepare for a career in the real world.
At the end the day because I believe so strongly in leadership, what I look for first, what I try to assess, is integrity.
My message to Washington is very simple. Face reality. Be leaders. Demonstrate accountability. Engage in principle compromise. And understand your job is to find solutions.
I moved back to Boston and joined some of my Harvard classmates at Bain & Co. I quickly realized I enjoyed business.
For me, integrity is the consistency of words and actions. Part of the way that you do that is to ask people questions on some of the most difficult issues that you confront. 'Take me through where you felt you had to compromise your values.'
Companies will need to pursue a more diversified business model, but I think those companies that have what I call a focused diversified business model will be more successful.
For me, one of the lessons from 9/11 is that you have to give the organization context for how you're acting, and you've got to communicate constantly, in this case particularly with all the changes that were occurring in the financial marketplace and in the economy.
If people support independently owned small businesses in their community, they can make a difference.
Small businesses create half of the jobs in the private sector.
There are clearly some policies that need to change, and the reputation of the credit card industry is not high. Reforms need to take place.
You've got to develop relationships. You can't do things just in a formal context.
I say this all the time: Everyone can make a conscious choice to be a leader.
My plans were to practice law and then possibly go into public service.
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