Bartz examines long-term balance and encourages people to catch themselves before they fall too far. Learn how to manage the various activities you are involved in, she says. Juggling is pertinent to career development. 

People can't be forced to be friends, notes Facebook founder Mark Zuckerberg, but innovative entrepreneurs can facilitate a friendly work environment. He attributes part of his enterprise's success to casual, unstructured communication woven into the work day. His hope? To create the space for co-workers to freely associate ideas and stretch their imagination. 

An overbearing career is unhealthy, says Stan Christensen, Arbor Advisors Partner. Rather than working long hours, Christensen relays a successful negotiation with his manager explaining his interests outside of work. He asked to be judged by the tasks he completed, and not by the amount of hours he was in the workplace. He recalls that the results were fewer long evenings and weekends at his desk, earning him respect and the time needed for his own pursuits. 

Vinton G. Cerf, vice president and Chief Evangelist for Google, discusses the past, present, and future of the Internet. Cerf predicts that Asia's cultural influence will grow as the continent's Internet penetration rates reach European levels. He says that, while IPv6 will provide enough Internet addresses to last through his lifetime, the implementation of IPv6 creates difficulties for the Internet in terms of compatibility, security, and broadcasting. Cerf describes the trends and opportunities of the Internet in the 21st century: the transformation of information consumers into information producers; the rise of social networking; the emergence of new economic systems in online games; the development of user-generated advertising content via streaming IPTV; and the transformation of mobile phones into multi-purpose devices that provide geographically indexed information. In Cerf's view, the increasingly lower cost of storing and transporting bits fosters a new economics of digital information and the emergence of new Darwinian business models that challenge existing entities to "adapt or die." As a result, Cerf says the Internet is an unprecedented and unpredictable innovation engine because its infrastructure enables people to invent new applications simply by writing new software on the edge of the network without having to ask for permission. 

Every successful thing about a technology company has to eventually be torn down and rebuilt, says Jensen Huang, CEO of NVIDIA, and this is one of the most gut-wrenching challenges behind effective leadership. This task is both gratifying and destructive, but an axiomatic demand of the marketplace in this sector. 

Don't even attempt to launch a company unless you passionately believe in its mission and objective, says BioFuelBox Co-founder Steve Perricone. DFJ Managing Director Jennifer Scott Fonstad also tells graduates to take risk and not to be afraid to make mistakes. Both strongly suggest that those entering entrepreneurship enjoy the ride. 

It sometimes happens that a leader deems it necessary to take the company in a new market direction. And it takes a leader with courage to admit that they do not have the skills, connections, or background to be at the helm. In this clip, PlayFirst CEO Mari Baker explains the circumstances behind her leaving early disease information service Navigenics, and uses it as an example of how the needs of the organization can sometimes trump over all.