Nothing comes to my desk that is perfectly solvable. … Otherwise, someone else would have solved it. So you wind up dealing with probabilities. Any given decision you make you'll wind up with a 30 to 40 percent chance that it isn't going to work. You have to own that and feel comfortable with the way you made the decision. You can't be paralyzed by the fact that it might not work out.

Those lactate sessions were the worst. I'd be in a lab on a turbo trainer and I'd do four 30-second efforts at 100% effort. It sounds so innocuous but the difference between 99% and 100% is huge. You can finish at 99% and you'll be hurting but if you push a tiny bit more – and that's the bit that makes the difference to your training – your legs just grind to a halt. It's like your engine is seizing up. My coach would unclip my feet and pull my leg over the saddle so I could just slide off onto a mat and curl up in a ball.

One cannot overemphasize the importance of observation and a full assessment — the failure to do so leads to some of the greatest mistakes, not only in war but also in business and government. A full assessment is critical. To properly manage any business situation, you need to perform a full and complete assessment of it. In business, you have to understand your competitors, their distribution, their economics, their innovations, and their strengths and weaknesses. You also need to understand customers and their changing preferences, along with your own costs, your people and their skills.

I have a bunch of rules for myself. You stop at every village, you ask what the situation is like between this village and the next village, you look for fresh tire tracks. If there are any land mines in the area, then you always want to make sure you go on fresh tire tracks to reduce the risk of mines. You carry a certain amount of money so that if some soldiers with guns want to rob you — no fuss — you give them a decoy wallet or some other money to make them happy, and you just learn to kind of be soothing with unpleasant people.

I already knew this, because I had been studying classical ballet for a long time. But a lot of people insisted on a wall between modern dance and ballet, that the two disciplines were totally separate, and if you did one, you couldn’t do the other. I’m beginning to think that walls are very unhealthy things.

You called it vision, I call it analyzing what my strengths were. It just so happened there was no market whatsoever for my strength, unless I was interested in becoming a show dancer, for which I tried, but I’m not tall enough. Also, when I auditioned for the Radio City Rockettes, they said, “We love your fouettés, but can’t you smile?” And things of that nature transpired between me and a commercial future. So, I managed to find a way of subsisting in the beginning by doing odd jobs, Kelly Girl temp work, selling perfume at Macy’s, and any and everything to be able to sustain studying and beginning a career with a group of dancers who were willing to devote five years, really, of their lives to me, working very seriously, with complete commitment, for not a penny.