A Quote by Katharine Graham
It took me a while to learn that certain people may have important skills that are not always blazingly apparent. Gradually I came to realize - slow as I may have been - that what mattered was performance, that sometimes people might have to be helped to develop, and that it takes all kinds to make an organization run properly.
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Obviously it won't all run smoothly. But it's important to awknowledge that while we may make mistakes, in the long run, we may also learn fromt them.
We're at a time now where there's a lot more "I'll do whatever it takes" attitude. I'm not going to say or do what you want me to say or do just because it might help me or be the politically correct thing to do to help my career. And that may have hurt me sometimes. I think about different collaborations that have been brought my way - it might have meant I'd get to be on TV to do certain things, but I've said, "No. It doesn't make sense. I'm not doing it." And other people might jump at the opportunity.
Just as an athlete with natural gifts may fail to develop the fundamental skills necessary to play their sport after their talent fades, so people naturally disposed to faith may fail to develop the skills necessary to sustain them for a lifetime.
When I was young, I was too slow. I thought I must learn to run fast by practicing to run fast, so I ran 100 meters fast 20 times. Then I came back, slow,slow,slow. People said, 'Emil, you are crazy. You are training like a sprinter.'
At the end of the day faith is a funny thing. It turns up when you don't really expect it. Its like one day you realize that the fairy tale may be slightly different than you dreamed. The castle, well, it may not be a castle. And its not so important happy ever after, just that its happy right now. See once in a while, once in a blue moon, people will surprise you , and once in a while people may even take your breath away.
Selling cookies helped me to realize that you needed to have a certain way to communicate with people. You also needed business skills. You knew you needed to sell a certain amount of boxes, so that gave me some business sense.
The journalism school helped me develop writing skills, and I had been enjoying cartooning from a very young age. My interest in puppetry, however, came much later.
When I was young, I was too slow. I thought I must learn to run fast by practicing to run fast, so I ran 100 meters fast 20 times. Then I came back, slow, slow, slow.
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.
If you really want to live your life to the fullest and realize your greatest potential, you must be willing to run the risk of making some people mad. People may not like what you do, people may not like how you do it, but these people are not living your life. You are!
I wasn't really the most charming person, socially - it took me a long time to develop my people skills - but the one place I was always comfortable was onstage, acting or singing.
Whatever people may say about my books - and it always amazes me when people don't like them, but sometimes they don't - the epigraphs have always been top-drawer. I think having that at the outset protects me from a lot of potential problems.
A sensitive person receives fifty impressions where somebody else may only get seven. Sensitive people are so vulnerable; they're so easily brutalized and hurt just because they are sensitive. The more sensitive you are, the more certain you are to be brutalized, develop scabs.Analysis helps. It helped me. But still, the last eight, nine years I've been pretty messed up, a mess pretty much.
In a large pharmaceutical company, where it's a big bet, you're going to need finance people to be involved in the decision-making because the investment can run into the hundreds of millions of dollars. You're going to have to run scenarios. You might even need agreement from the C.E.O. to make that type of decision. If it's an incremental, low-cost decision in a marketing-oriented company, it may be a very different set of stakeholders a lot further down in the organization.
I run a bunch of charities and I say this line to people: 'I am somebody who has always been helped.' A little thing like that can make people believe it.
I've never thought that it made sense to put something out that I didn't actually find really fun to read. Or, if not "fun," engaging. My tastes are whatever they are, but I may be a little bit afraid of certain kinds of density. I may get turned off by certain kinds of show-offyness.
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