I think women are really good at making friends and not good at networking. Men are good at networking and not necessarily making friends. That's a gross generalization, but I think it holds in many ways.
Madeleine AlbrightRead
Women have to be active listeners and interrupters - but when you interrupt, you have to know what you are talking about.
Interpretation
Women should engage actively in conversations, ensuring they contribute meaningfully when interrupting others.
Madeleine Albright's quote emphasizes the importance of women actively participating in discussions, not just by listening but also by confidently interjecting. However, she highlights that such interruptions need to be informed and relevant, underscoring the balance between assertiveness and knowledge in leadership roles.
In practice
During a team meeting, I referenced Albright's quote to encourage female colleagues to share their insights more boldly.
I think women are really good at making friends and not good at networking. Men are good at networking and not necessarily making friends. That's a gross generalization, but I think it holds in many ways.
My parents were of the generation who thought they were the children of a free Czechoslovakia, the only democracy in central Europe.
I really think that there was a great advantage in many ways to being a woman. I think we are a lot better at personal relationships, and then have the capability obviously of telling it like it is when it's necessary.
Well I do think, when there are more women, that the tone of the conversation changes, and also the goals of the conversation change. But it doesn't mean that the whole world would be a lot better if it were totally run by women. If you think that, you've forgotten high school.
The main thing is to remain oneself, under any circumstances; that was and is our common purpose.
You think that the heads of state only have serious conversations, but they actually often begin really with the weather or, 'I really like your tie.'
I'm grateful for the opportunities God gave me to minister to people in high places; people in power have spiritual and personal needs like everyone else, and often they have no one to talk to.
The team that trusts-their leader and each other-is more likely to be successful.
I am convinced that nothing we do is more important than hiring and developing people. At the end of the day you bet on people, not on strategies.
We must not let ourselves be seen as rushing around the world looking for arguments... Nor should we let ourselves be seen as ignoring allies, disillusioning friends, thinking only of ourselves in the most narrow terms. That is not how we survived the 20th century. Nor will it serve in the 21st.
Trust is knowing that when a team member does push you, they're doing it because they care about the team.
The skills you need to fight the colonial power and the skills you need to gain independence are not necessarily the same you need to run a country.
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