Reporter: Tell me about some of the leadership lessons you’ve learned.

Dunn: I didn’t realize it at the time, but the first deep leadership lesson I learned was when I was 14 years old and working in a grocery store. The manager at the time, a gentleman named Ken, came up to me and said, “What do you think about this process we’re using here in the front end to tell people to pick up their groceries?” A seemingly simple challenge, and I gave him some sort of innocuous, nonspecific answer-sort of, “Everything’s fine." And he pulled me aside and he said, “Now listen, I asked you about this ‘cause I really care what you think. You’re doing this every single day and I want to know what you think about it."I know it seems simple, but just that notion of learning from people who are actually doing the work, and the encouragement he gave me to tell him exactly what I thought really stayed with me, and it was a recurring thing throughout the time I worked for him.

Dunn: Be really careful about what you believe about yourself. You’re never as good as they say or as bad as they say. When I was made CEO on June 24，I didn’t wake up that morning smarter. I didn’t wake up with a massive IQ expansion. I did wake up with a new responsibility. Another piece that I think is really, really important is you have to be curious. I describe it as active learning. And one of the things I do is set out across our enterprise and look for ideas，people doing things in ways that are different, doing things that are important for our future. And it’s not just inside our enterprise; it’s outside the enterprise, as well. One of the things that became pretty clear to me, in my last role as president and chief operating officer at Best Buy, is that people don’t line up outside my door to tell me how they’ve screwed something up. You know, you sort of get the “Yep，everything’s going terrific and it’s A— OK” So it’s really important to me to get out where the customer experiencesthe brand, and that means I surf our Web pages. It means I call our call center. It means I visit our stores and talk to our associates about what's working, what’s not.

Reporter: How would you say your leadership style has evolved over time?

Dunn: I’ll give you a very personal story about this. My wife just had her seven-year anniversary, all clear, from breast cancer. We had a big scare seven years ago. And in that moment,you get this gift of utter clarity-that the most important thing in the whole world was making sure my wife and my three children got through this.