Ginni Rometty

And it offended people.

Now, you could put that in today's context any way you want things that maybe that would have been hashtag me too in today's world.

And Pat was unequivocal about it.

He said to me, you tell him once to stop and then you fire him.

That's the end of it.

And that didn't matter what his performance was.

There was no end to it.

You know, he was very clear with me.

And that to me was values-based leadership that I learned very, very early on.

And that was just one of a million examples that I watched him teach me about what that meant.

Didn't matter about the fiscal impact of that.

Didn't matter that he was the top performer.

Did not matter one bit.

That was never even entered into the equation of the conversation.

And so that's,

I think back on this, and which is why I think later in life, when I would watch even young companies struggle with some of these kinds of decisions, I was very thankful to have grown up in companies like GM and IBM, where they are very values-based companies that over decades, that those are ingrained in people, that that is how decisions get made.

I'm curious of what other people say to you when you ask that question, because sometimes I think that's a little bit of an out-of-style question nowadays.

I still happen to believe...

And maybe that's because we're all a product of our own journey.

You know, I'm a product of my great grandma was the last person out of Belarus in the war of her family alive.