A Quote by Lance Secretan

We live under the illusion that organizations are 'them' when, in reality, they are 'us.' If we wish to work in evolved organizations, we must each be the first to start the journey.
The work I have done in private practice has been assisting companies and organizations to work with an incredibly complex federal government. I'm proud of the impact I've had for these organizations, including organizations here in Pinellas County.
I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.
Many of the lower middle class are members of labor unions, churches, bowling clubs, fraternal, service, and nationality organizations. They are organizations and people that must be worked with as one would work with any other part of our populations - with respect, understanding, and sympathy.
Leaders, whether in the public or the private sphere, must understand the responsibilities that come with their role. They are the most visible standard-bearers of their organizations. Holding them accountable to this responsibility protects the promise of our organizations and our communities.
It is contrary to our principles to multiply organizations, since, in all conscience, there are enough of them. And when organizations are created they need individuals to look after them.
One of the major challenges for modern large-scale organizations - it's vital to find ways to mobilize the collective brainpower of people in these organizations. To think the opposite is naive - even if the image of the 'great man leader' exists the reality doesn't.
I have always admired organizations that help children grow and learn, and organizations that protect and shelter children when no one else does. And I wanted to draw attention to these organizations and recognize the contributions they were making to the country and to our children in particular.
I try to support any and all animal causes or organizations out there if they are good and reputable. Sadly, there are a lot of people and organizations that raise money but don't do much or don't have good intentions. I've worked with organizations such as Marine Animal Rescue in Southern California.
I walk into all these organizations, and I'm always puzzled when I realize that people still want to be there. Most people really want to love their organizations. We need that level of commitment ... Yet organizations have done very little to deserve that kind of staying-power.
To be successful, it is imperative that you not only know the organizations you work with, but more specifically, you have to know the actual people you work with within these organizations, understand what their personal goals and motivations are. In short, to be successful, you need to humanize your clients.
In the face of ambiguity, uncertainty, and conflicting demands, often under great time pressure, leaders must make decisions and take effective actions to assure the survival and success of their organizations. This is how leaders add value to their organizations. They lead them to success by exercising good judgment, by making smart calls when especially difficult and complicated decisions simply must be made, and then ensuring that they are well executed.
Centralized sounds good ... but the reality is that the National Guard and Army don't have the kind of ties with local organizations that ultimately deliver lots of service, your nonprofits, churches, humanitarian organizations. Those types of linkages get built up over time, in local communities.
To make a significant and lasting impact, nonprofits, non-governmental organizations, and community-based organizations around the world need to work together. We know that if we bring people together, they find innovative solutions.
All the members of terrorist organizations, even those that portray themselves as Muslim organizations.....they are all Darwinists.
Organizational Development: The New Christian Right of the 1980s was dominated by paper organizations that were essentially the mailing lists of a handful of politicized ministers. Such organizations were better at issuing press releases than doing the hard work of political mobilization and advocacy. By contrast, the movement of the 1990s has generated a plethora of grass-roots organizations that allocate meaningful responsibilities to individual members. The goal is to create an army of grassroots activists who know how to stimulate political change.
Social-sector organizations have to be better managed than for-profit organizations... because they have no margin of error.
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