We would find ourselves in those moments saying, "I don't know the answer either, but you own the decision and tomorrow tell us what you decided." And so that quality decision making, moving fast was so different.

I have always believed in evolving a consensus before taking any major decision.

There've been times when leaders have to make decisions, and if you had read my 360 when I first started as a CEO, it would've repetitively said, "You take too long to make decisions, you're participative and that's good, but you need to move faster, be decisive." And as the years went, that stopped being on my 360 because I think I got more confident and more self-aware that sometimes decisions just needed to be made.

I really want to clear my life so that I have to make as few decisions as possible about anything except how to best serve this community.

Focus on the big decisions. "As a senior executive, what do you really get paid to do?" he asks. "You get paid to make a small number of high-quality decisions. Your job is not to make thousands of decisions every day.

The great thing about fact-based decisions is that they overrule the hierarchy.