Most people that derail as leaders in the corporate world, it's not because they couldn't do the math and calculate return on investment properly. The issues are communication and understanding. All of what typically would've been called the 'soft stuff.' You have to be authentic. You have to be dialed into the soft stuff.

I would assert that highly effective leaders are made more than they're born. Every leader I know who's been highly effective has worked hard at it, and they've been students of it. The more you're a student of leadership, the more you figure out what works for you and the more effective you're going to be.

You have to be a well-rounded leader. You can't fly by the seat of your pants anymore. You have to be incredibly tough-minded about standards of performance, but you also have to be incredibly tenderhearted with the people you're working with.

Extroverts may get places faster, but for introverts it's all about working at the pace you need and, at the end of the day, performing at your best.

Success, they taught me, is built on the foundation of courage, hard-work and individual responsibility. Despite what some would have us believe, success is not built on resentment and fears.

It's clear to me when you do private equity well, you're making companies more efficient and helping them grow and become more profitable. That success means our investors - such as public pension funds - benefit, which contributes to the economic wealth of society.

Success should stem from entrepreneurial creativity, not political connectivity.

It was very clear to me in 1965, in Mississippi, that, as a lawyer, I could get people into schools, desegregate the schools, but if they were kicked off the plantations - and if they didn't have food, didn't have jobs, didn't have health care, didn't have the means to exercise those civil rights, we were not going to have success.