I proposed giving stock options to every employee, which was a groundbreaking idea at the time, and we announced that we would give 14% of everyone's base pay in stock options, which changed the culture of Starbucks and made everyone partners.

I held onto my Microsoft stock because of loyalty, and I wanted to be the best investor, staying informed about the company even after leaving.

Companies should evaluate their stock option policies regularly to ensure they are fair and beneficial for both departing and remaining employees. To make stock options meaningful, employees must stay until an exit, have their stock vest, and the company must be worth something; otherwise, owning 10% of nothing is still nothing.

I learned that the culture at Microsoft encouraged innovation and big ideas, which is crucial for fostering creativity in a company.

It's crucial to consider the reputational impact on your company when terminating an employee, especially regarding their ability to exercise stock options and the fairness of the process.

The size of the dividend check from Microsoft is significant, and it closely matches what we give away in philanthropy. I held onto my Microsoft stock because I believe in its long-term value, and I don't need to sell it for cash.

The antitrust issues Microsoft faced were not just business challenges but also cultural ones that affected employee morale and integrity. The federal government ordered a split, but they didn't specify who had to run which part; I was to run operating systems while Bill would take applications.

When I became CEO, the dotcom bubble was bursting, antitrust issues dominated the company's culture, and we faced a significant accounting headache that affected profitability.

The emotional response from employees during the acquisition announcement was intense, as many had invested years into the company and had their identities tied to its success.