Status Updates From They Told Me Not to Take th...

Am I at a board meeting or is this a book that’s supposed to inspire me about non-profit theatre making?

“Let’s concede that some portion of every day must be devoted to the unknown and the unexpected. Still, success requires a leader who is clear about what should be accomplished, works persistently on realizing priority goals, and persuades colleagues to move in the same direction.”

"Building and sustaining vibrant institutions is a continuous process, something of a relay race."

"Chief executive officers are often judged by what transpired during their tenure. That's fine as far as it goes. But they should also be evaluated by institutional accomplishment after their departure. Did they build enduring value? Did they leave behind a foundation for sustained success?"

I was known as an easy touch for the programs . . . But saying yes required freeing up resources by keeping management expenses under tight control and keeping productivity high. Saying yes demanded relentless, round-the-clock fund-raising. . . Saying yes meant lots of self-imposed pressure, on me and on the rest of the staff. Saying yes was a pleasure. Delivering on the "yes" was more than a full-time job.

Ultimately, my ability to get consequential things done depended on the exercise of leadership, devising solutions to problems, creating ways to seize major challenges, and convincing others of their wisdom. It was also immensely assisted by mobilizing the goodwill of influential trustees who wished to leave Lincoln Center stronger than they found it, who yearned to see it flourish.

Started not finished; I was hoping for more about the performers and the organizations and got lots of detail about the author instead.