My father volunteered in early 1941, before Pearl Harbor, and became an officer in the U.S. Navy. As I was growing up, he taught me the responsibility of command: A leader is ultimately responsible for every aspect of the welfare of people under his or her care. That was a deeply felt obligation in his generation.

My mother was a first-grade teacher, so I credit her with this lifelong intellectual curiosity I have, and love of reading and learning.

One of the things I teach my children is that I have always invested in myself, and I have never stopped learning, never stopped growing.

My message going forward is that I want to remind everyone in the aviation industry - especially those who manage aviation companies and those who regulate aviation - that we owe it to our passengers to keep learning how to do it better.

I think every leader must possess vision, and they absolutely have to have a heart of service.

The scrupulous and the just, the noble, humane, and devoted natures; the unselfish and the intelligent may begin a movement - but it passes away from them. They are not the leaders of a revolution. They are its victims.

You can delegate authority, but you cannot delegate responsibility.

In 2010 - after raising capital to launch Forerunner Ventures - we aimed to invest in companies targeting digitally savvy customers looking to be delighted by experiences and founded by visionary leaders committed to leveraging data and quantifying the results.