Everybody on my team - I couldn't do their jobs. I could not. I really mean that. So I figured out early on that the way you're successful is you hire really successful people.
My husband doesn't listen because his mother didn't make him listen. What am I going to do, beat him? I mean: firstborn of a southern family? Firstborn boy? Please. I mean, I love him to death, but is he going to take the garbage out? No.
If I had my way, I wouldn't do annual reviews, if I felt that everybody would be more honest about positive and negative feedback along the way. I think the annual review process is so antiquated.
My first day as a manager was at Digital Equipment in Atlanta. I was a sales rep. I was promoted from among my peers, so one day I was a peer, and the next day I was their boss.
When trouble strikes, which it always does - bad economy, bad quarter, activists, takeover - when trouble strikes, those board members who don't understand or are not committed are not helpful.
Google is a fierce competitor. I wish I was worth a bazillion dollars; that would be really nice. They're a fierce competitor, and they're very good in search. They're very good with their global map thing.
I became a sales manager at Digital Equipment, promoted from within the sales team. My peers were less than excited that I had gotten the job, especially one of my male peers who said he just wasn't going to work for a woman.
Managing is a tough job. When you're young, you just think it's a natural progression - I'm good at this, so I'm going to be good at that - and it's not that way at all.
Organizations can get in the way of innovation, because if people are all bound up, and if they don't know if they get to make the decision or somebody else, and if they do, what happens to them, and so on and so forth.
It's very, very hard to affect culture. And you can get surprised thinking you're farther down the path of change than you really are because, frankly, most of us like the way things are.