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Anthony Kennedy
Justice of the U.S. Supreme Court
You know, all of us have an instinctive judgment that we make. You meet a person, you say, "I trust this person. I don't trust this person. I find her interesting. I don't find him interesting." Whatever. You make these quick judgments. That's the way you get through life. And, judges do the same thing. And, I suppose there's nothing wrong with that if it's just a beginning point. But, after you make a judgment, you then must formulate the reason for your judgment into a verbal phrase, into a verbal formula. And then, you have to see if that makes sense, if it's logical, if it's fair, if it accords with the law, if it accords with the Constitution, if it accords with your own sense of ethics and morality. And, if at any point along this process you think you're wrong, you have to go back and do it all over again. And that's, I think, not unique to the law, in that any prudent person behaves that way.
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Anthony Kennedy
Justice of the U.S. Supreme Court
The easiest are the technical ones, the things I was trained to do in law school: how to read a statute, how to apply the rules of evidence. I have a lot of help in the history of the law for that. The most difficult ones are defining the components of human liberty because if you insist that the individual has a particular right, that means the legislature cannot infringe on that right. And, sometimes your own values and your own morals really would disapprove of the conduct that you're ratifying, but you do so because there's an area of morality. But, morality really should have an underpinning of rational choice, and each citizen must make a rational choice to determine what is good and what is evil, and those are hard.
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Jeong Kim
President of Bell Labs
I joined the Navy in 1982, while I was in school, and then became an officer when I graduated from college. A lot of people ask me, "Why did you do that?" I mean, I was making so much money there I would be a millionaire, and there was no doubt in my mind that we would have done well. Well, maybe not. I mean, in the sense of -- at the time, it seemed like there was nothing that was going to stop us from becoming incredibly successful, and we thought we could do it better than Steve Jobs and Steve Wozniak. But, I felt that this country already has given me so much, and I needed to pay back. I did not want to wait until I was 80 years old, or 60 years old to pay back, and that it was better going into the Navy, and gave part of my time -- my prime time of my life -- serving this country. So, I spent seven years in the nuclear submarine service.
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Jeong Kim
President of Bell Labs
I could have retired a long time ago, financially. What's really important to me is that I add value to society. And, I think I still have a lot of creative energy in me. I mean, I'm a really practical person. I don't think I can be as creative when I am 50 or 60 years old, and my effort and my energy can be better spent on maybe doing -- I don't know -- social work or going and teaching at the universities. I don't know what that will be, but right now I can best contribute by working on the technologies.
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James V. Kimsey
Founding Chairman,
America Online
As leaders you don't have any excuses and you can't sort of point to other people, or external circumstances because as a leader it's your responsibility to understand external circumstances, and there are no excuses. You either take the hill, or you don't take the hill, and if you get all your people killed, then you're wrong. And, there are no excuses. There are lots of companies on the corporate American landscape that are gone because of external circumstances and the CEOs of those companies have always been able to offer excuses, but I think it's very, very important for all leaders to understand that they stand at the end of the responsibility chain and it is as Harry Truman wisely put it, "The buck stops there." It's an important concept for people to understand.
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James V. Kimsey
Founding Chairman,
America Online
One of our very strong initiatives is to make America Online one of the world's most respected companies. It has had maybe a reputation of being somewhat too slick by half. Cleverness might have been a core value because you've got a lot of bright kids that want to show how smart they are. And, we've taken a different tack now in that we started a foundation that I chair. We want to take the highest sort of moral ground on all issues, so that we get the trust and respect of people, and don't find ourselves in a Microsoft position, being favorite targets of legislators and regulators.
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