I have made a lot of tactical decisions that historians will look back and say: He shouldn't have done that. He shouldn't have made that decision. And I'll take responsibility for them. I'm human.
I wanted to come to Washington, D.C. and help be a transformative President. And I think history, when they look back, will say this is a fellow who knew how to make decisions, and made some tough ones, stood by them, wasn't driven by the latest opinion poll, but was driven by some core principles from which he would not deviate.
Accounting consequences do not influence our operating or capital-allocation decisions. When acquisition costs are similar, we much prefer to purchase $2 of earnings that is not reportable by us under standard accounting principles than to purchase $1 of earnings that is reportable.
Usually, I'm pretty good about sorting through the options and then making decisions that I'm confident are the best decisions in that moment, given the information we have. But there are times where I think I wish I could have imagined a different level of insight.
The administration took care of a source of instability in Iraq. Envision a world in which Saddam Hussein was rushing for a nuclear weapon to compete against Iran. My decision to remove Saddam Hussein was the correct decision in my judgment. We didn't find the weapons we thought we would find or the weapons everybody thought he had. But he was a significant source of instability.
You know, one day you're being briefed on world affairs and asked to make decisions, and the next, you're in Crawford, Texas ... and the biggest decision is when do you go mountain bike riding.