You can't improve if you don't know what the real situation is.

If you get honest feedback and do nothing about it, then the feedback will stop.

Nothing will ever have the impact that 9/11 had on Boeing and on the world. It just changed things overnight.

When work is what you love to do, it's not work - it's serving.

I drive a different car every night.

I can remember the first time I tried to drive into the garage of the world headquarters of Ford in a Camry. It was almost like they wouldn't let me in. They said, 'Why do you want to do that?' I said, 'Because we are going to make the best cars in the world, and we need to know everything about the competitor's car.'

It's all about producing products people want.

I love hanging out with skilled and motivated people.

There is no reason that America can't compete in a global economy, and I love being one small proof point in that.

The A-PAC region is so important, mainly because it is growing much faster than the global average.

When I arrived in Ford, a decision was made to sell many marquee brands. This was because 85 per cent of the sales were from Ford and Lincoln brands. We were clear that for the company's strong future, we needed to focus on the Ford brands.

We don't worry over macro-economic factors when investing, as we are always thinking about the long-term.

If you're going to be world-class, you have to focus.

Whatever we do toward energy independence has to be done in the context of using less resources.

More and more people realize the importance of economic growth, near-term and long-term in the U.S., and the competitiveness with other countries around the world.

My favorite expression is a tag line or an advertising and marketing campaign that Ford ran a number of years ago. They ran it for almost 12 years, and it was, 'Have you driven a Ford lately?'

There's a Ford dealer in every city around the United States. They're the fabric of the community. They're either head of the chamber of commerce or the priest, or I mean they're just the fabric of America, and they took care of us.

I was the lead designer and the general manager of the triple 7 and, of course, the dynamite 787.

Consumers want safe and really efficient automobiles.

Leadership is having a compelling vision, a comprehensive plan, relentless implementation, and talented people working together.

All of us want to know that we are doing great things, that we are touching a lot of people, and that what we are doing is something bigger than ourselves.

The Chinese love Ford's product line: they love the quality, the fuel-efficiency, the safety, the brand.

Google is really committed to improving everything. So it has been really fun to participate in all of their different moonshots.

What I found over the years is the most important thing is for a team to come together over a compelling vision, a comprehensive strategy for achieving that vision, and then a relentless implementation plan.

The automobile has moved into the mainstream of our integrated digital world.

We've always loved the automobile, and we all love Henry Ford's original vision to open the highways to all mankind, the freedom and movement.

I taught my executive team how to argue.

I've been through geopolitical and economic cycles.

I've just seen it all - I've seen the bird flu, I've seen the Asian economic meltdown, SARS, 9/11, economic cycles.

I know how inter-dependent the world is.

Where you really get in trouble is if the market is dropping and the economy's slowing down and you don't take action.

At the most fundamental level, it is an honor to serve - at whatever type or size of organization you are privileged to lead, whether it is a for-profit or nonprofit. It is an honor to serve. Starting from that foundation, it is important to have a compelling vision and a comprehensive plan.

Positive leadership - conveying the idea that there is always a way forward - is so important, because that is what you are here for - to figure out how to move the organization forward. Critical to doing that is reinforcing the idea that everyone is included.

Data can set you free.

The most important thing that most countries around the world believe in is letting the markets determine the currency.

What I've learned is the power of a compelling vision.

It is just more rewarding to do things in a supportive environment.

When people feel accountable and included, it is more fun.

I found a new love in Google. I'm a Googler now.

Ford had a number of different strategies over the years that they thought obviously made sense at the time, just like all the different brands, and also the regional operations.

We're so interdependent, and what one country does is such an important part of what happens in the global economy.

Everybody cares about not only quality and functionality, but they also want the power of choice, whether it's a small vehicle or a large vehicle.

We want people to still have choices - Ford cars and trucks, whatever works for their lifestyle.

My career has been spent developing airplanes.

At Ford, one of the behaviors is you listen, and you don't have side conversations during the meeting. It's just so important everybody stays focused.

I have a lot of respect for Microsoft.

I grew up with Microsoft. I know the leadership of Microsoft.

The purpose of business is to make a reasonable return by making products and services that people want and value. If you are not, you are wasting resources.

You need to have a can-do attitude. There is always a way.

The One Ford plan drives the business to get PGA, Profitable Growth for All, meaning that every year we increase the profits and cash flow. So how do we do that? We serve all the markets around the world with a complete family of vehicles and use the One Ford Plan.