We're long past having to defend or explain why women should be on boards, given all the data that shows how companies with female as well as male directors perform better. It's unfortunate when companies with a large percentage of women constituents don't reflect that in their boardrooms.

Not everybody is created equal, and it's important for companies to identify those high potentials and treat them differently, accelerate their development and pay them more. That process is so incredibly important to developing first-class leadership in a company.

When I became CEO of Xerox 10 years ago, the company's situation was dire. Debt was mounting, the stock sinking and bankers were calling. People urged me to declare bankruptcy, but I felt personally responsible for tens of thousands of employees.

Most of my career has been in sales. I spend 50% or more of my time with customers and employees, and I can't wait for it to be more than 50%.

The Germans have done wonderful work. Not long ago, a German battle group battalion conducted a very impressive counterinsurgency operation in a portion of Baghlan province. I think these are the first counterinsurgency operations conducted by any German element after World War II. And they did a very impressive job.

My success was not based so much on any great intelligence but on great common sense.

Sponsorship is sometimes about people behind the scenes who are sitting in rooms determining your assignments and your next career step, and you don't even know who they are.

Reagan was the most important American political figure of the latter half of the 20th century. No one was more central to his emergence and success than Bill Buckley.