As a leader, one must sometimes take actions that are unpopular, or whose results will not be known for years to come.

Things do not get better by being let alone. Unless they are adjusted, they explode with shattering detonation.

Much was to be done by prudence, much by conciliation, much by firmness. Few, who are not philosophical spectators, can realize the difficult and delicate part, which a man in my situation had to act.

Our people expect their President and the Congress to find essential agreement on issues of great moment, the wise resolution of which will better shape the future of the Nation.

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.

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.