When I was president of the company, I said, 'Okay, I can do this - piece of cake.' Then when you are the CEO, the responsibilities multiply enormously because you worry about everything.

If you fast-forward through the years, there was a period of time when there was too much debate inside the company about the significance of e-commerce, there were leaders who believed it would never be any bigger than the catalog business, there were leaders that believed it would never be profitable.

The question I ask myself like almost every day is: 'Am I doing the most important thing I could be doing?' Unless I feel like I'm working on the most important problem that I can help with, then I'm not going to feel good about how I'm spending my time. And that's what this company is.

Be a great teammate - you learn how to lead, you learn how to influence by the way you interact with your peers, treat them well, help them, help them do a better job.

Good business demands tough decisions based on rigorous analysis and unwavering follow-through. Emotion can't really play a part. The challenge we all face as leaders is to let the feelings churn inside you but then to present a calm exterior, and I learned to do that.

Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity, and correspondingly stronger returns on invested capital.