A Quote by Jim Yong Kim
One of the things I had to really work on is, when you're the leader of an organization, people look at the expression on your face. Your mood has a lot to do with how people think the whole organization is doing.
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I think it's possible for me to approach the whole problem with a broader scope.When you look at something through an, an organizational eye, whether it's a, a religious organization, political organization, or a civic organization, if you look at it only through the eye of that organization, you see what the organization wants you to see. But you lose your ability to be objective.
I think every leader has an obligation - the absolute obligation - to treat everyone fairly. But they also have the obligation to treat everyone differently. Because people aren't all the same, and the last thing you ever want to do, in my opinion, is let the best in your organization be treated like the worst in your organization. It does nothing for your future.
As an organization changes your mindset as a leader also has to change. This becomes the lid to you organization. Whenever my organization starts to settle I believe I have to lift my lid, my capacity I have to think and act in a different way to achieve different results.
Fortunately or unfortunately, the one predictable thing in any organization is the crisis. That always comes. That's when you do depend on the leader: The job of the leader is to build an organization that is battle-ready, that has high morale, that knows how to behave, that trusts itself, and where people trust one another.
You simply can't be tentative in a startup. You have to go for it at every chance you get. And if the leader of the organization is anxious, his or her fear pervades the organization. Everything comes from the top in a company. So if you are starting a company or building one, face your fears and move past them. It's critically important to your company.
We tend to think of the mind of an organization residing in the CEO and the organization's top managers, perhaps with the help of outside consultants that they call in. But that is not really how an organization thinks.
In any bureaucratic organization there will be two kinds of people: those who work to further the actual goals of the organization, and those who work for the organization itself. Examples in education would be teachers who work and sacrifice to teach children, vs. union representative who work to protect any teacher including the most incompetent. The Iron Law states that in all cases, the second type of person will always gain control of the organization, and will always write the rules under which the organization functions.
A lot of knowledge in any kind of an organization is what we call task knowledge. These are things that people who have been there a long time understand are important, but they may not know how to talk about them. It's often called the culture of the organization.
The trust and the respect that the whole Rams organization has had for me since they traded for me has meant a lot so I would just like to thank them, the whole organization from top to bottom.
Set goals - high goals for you and your organization. When your organization has a goal to shoot for, you create teamwork, people working for a common good.
What I really want are students who want to partner with other people, to be part of an organization and to influence people so that they can accomplish things that the organization would not have accomplished otherwise.
One of the difficulties in bringing about change in an organization is that you must do so through the persons who have been most successful in that organization, no matter how faulty the system or the organization is. To such persons, you see, it is the best of all possible organizations, because look who was selected by it ad look who succeeded most in it. Yet, these are the very people through whom we must bring about improvements.
The most difficult thing is the organization of people and the expression of your intentions. It's very easy to have a picture in your head and to imagine that you've told everybody about what you need.
It makes me so angry when people say, "We never hear from people who are happy doing sex work." Well, that's because they're working. The activism privileges people who hated doing sex work, are no longer doing it, and have a job at a social service organization, for example, that trains them on how to speak to the media. We are hearing from those people quite a bit.
I think one of the things I've learned is that the tone of an organization is set from the top down. And if you have men running an organization that want to honor women, that's a whole different experience than if they don't.
It's much harder to detect a lone wolf than it is somebody who's associated with a larger organization who's having planning meetings and making phone calls to people in the organization. And so that is really how the jihad has really developed in the United States.
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