Employees who are controlled cannot respond caringly, you need superior knowledge and real leadership, not management. Because of this we specifically developed a selection process for leaders; we don't hire managers.

I think I lived those years very impersonally. It was almost as though I had erected someone outside myself who was the president's wife. I was lost somewhere deep down inside myself. That is the way I felt and worked until I left the White House.

Adolf Galland said that the day we took our fighters off the bombers and put them against the German fighters, that is, went from defensive to offsensive, Germany lost the air war. I made that decision and it was my most important decision during World War II. As you can imagine, the bomber crews were upset. The fighter pilots were ecstatic.

And so it is that I carry with me from this State to that high and lonely office to which I now succeed more than fond memories and fast friendships. The enduring qualities of Massachusetts - the common threads woven by the Pilgrim and the Puritan, the fisherman and the farmer, the Yankee and the immigrant - will not be and could not be forgotten in the Nations Executive Mansion. They are an indelible part of my life, my convictions, my view of the past, my hopes for the future.

What we have to do is strike a balance between the idea that government should do everything and the idea, the belief, that government ought to do nothing. Strike a balance.

We'll have a sales leader go run engineering. A lawyer go run business development. A business development leader go run our consumer operations. We're going to train a generalist group of leaders who know how to learn and operate in collaboration teamwork. I think that's the future of leadership.