The role of a museum of modern art is to make a good selection and identify what we believe to be the coming movements, and that requires taste.
David RockefellerRead
Successful charitable fund-raising has much in common with managing a business: It requires leadership, persistence, and creativity.
Interpretation
Effective fundraising shares similarities with running a business, needing strong leadership and creativity.
David Rockefeller emphasizes that successful charitable fundraising is akin to business management, as both require essential qualities such as leadership, persistence, and creativity. This analogy suggests that the skills necessary to drive business success are equally important in mobilizing resources for charitable causes, highlighting the seriousness and strategic planning that philanthropy involves.
In practice
In a presentation about fundraising strategies.
The role of a museum of modern art is to make a good selection and identify what we believe to be the coming movements, and that requires taste.
The Japanese have a wonderful sense of design and a refinement in their art. They try to produce beautiful paintings with the minimum number of strokes.
Success in business requires training and discipline and hard work. But if you're not frightened by these things, the opportunities are just as great today as they ever were.
Populists and isolationists ignore the tangible benefits that have resulted from our active international role during the past half-century.
I realize how fortunate I have been; mine has been a wonderful life.
I am a passionate traveler, and from the time I was a child, travel formed me as much as my formal education. In order to appreciate cultures of another nation, one needs to go there, know the people and mingle with the culture of that country. One way to do that, if one is lucky enough, is to buy things from those cultures.
Fame is very agreeable, but the bad thing is that it goes on 24 hours a day.
There's nothing glorious about being a professional. . . . Professionalism probably comes down to being able to work on a bad day.
I avoid grandiose plans. I start with a small piece that I can do. I go to the root of the problem and then work around it. It's building brick by brick.
My head's not in the clouds, but I think I've gotten too much credit for being an astute businessman.
What has made me successful is the ability to surrender my plans, dreams and goals to a power that's greater than other people and greater than myself.
The object is to win fairly, squarely, by the rules, but to win.
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