There is almost nothing more painful for a leader than seeing good people leave a growing organization, whether it's a priest watching a Sunday school teacher walk out the door or a CEO saying goodbye to a co-founder.

Anybody, and any company, can have a big run of success once, but if you're going to repeat that over time, you need to be aware that you need to keep learning.

I have yet to meet members of a leadership team who I thought lacked the intelligence or the domain expertise required to be successful. I've met many, however, who failed to foster organizational health. Their companies were riddled with politics, various forms of dysfunction, and general confusion about their direction and mission.

The truth is that intelligence, knowledge, and domain expertise are vastly overrated as the driving forces behind competitive advantage and sustainable success.

Goodrich is a perfect addition to our Hamilton Sundstrand business. And with a strong portfolio of complementary products, Goodrich also brought great leadership balance, great opportunities to provide more integrated systems.

Where I'm focused now is how I get more women leaders. We decided not to just look outside the company for great women to hire, but to help women rise up through the ranks internally.

Leadership is not a popularity contest; it's about leaving your ego at the door. The name of the game is to lead without a title.

It is with obedience to your call that I take up the burden of government leadership for the final time.