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those that admire them generally want to do it at a safe distance. Let’s face it-sparks are given off by such people. The prudent man usually decides that the warmth and excitement isn’t worth the high risk of being consumed in a conflagration set off by so many sparks.“You are the fourth in line of such women”.

 

I am enclosing a photocopy of this letter with application (Attachment I) because it illuminates the way Quakers like my father can support and encourage women in leadership. Also, it provides some insight into my family.

 

Another important influence is my new husband, Timothy. We were married July 6 of this year. Tim is the managing editor of the Journal of Economic Perspectives, which is based at Stanford. My husband’s background in economics informs and counterbalances my perspectives.
My career has forced me to balance the idealistic qualities of Quakerism with real-life experience, where the rubber meets the road. My first job out of college was as editor and then executive director for a nonprofit foundation called Fellowship in Prayer (FIP), whose purpose was to “encourage the practice of prayer or meditation among people of all faiths.” This nonprofit was a rare one; it actually had an endowment that grew from $ 2.7 million to $ 3.5 million during my three-year tenure. My job was to organize the programs and facilities from complete chaos to something more effective and methodical. I managed the budgets so that operating expenditures came only from the interest on the endowment, not from the capital. I also learned some lessons that went well beyond business. I was sexually harassed by two members of the Board of Trustees, and had to face the problem of other Board members stealing from the endowment.

 

Perhaps my biggest lesson from Fellowship in Prayer was that systems-the way information is transferred, decisions are made and reporting relationships defined-largely determined the effectiveness of the organization. When I started working there, the organization had no functioning systems in place, and no objectives or strategies beyond the general mission statement quoted a moment ago. I had previously looked on things like standard operating procedures and methods of reporting and accountability as necessary evils. But I found that its’ not nearly enough to have an operating budget and some staff. An organization also needs some definite goals, strategies for achieving them, and ways of measuring success. While working at FIP, I came to understand that structure is enabling: without it, people spend too much time wondering what they are supposed to be doing or reinventing the wheel. Now I appreciate the need to organize structures, and the significance when such systems work well.

 

My position as executive director at FIP forced me to learn a wide range of business skills and responsibilities. I wrote the annual budget and the annual report and oversaw expenditures. I bought a $ 300,000 property for headquarters of the foundation (previously, it had rented space), arranged for $ 20,000 of structural repairs and another $ 20,000 for redecorating and furnishing, and moved the office. I edited the bimonthly magazine for nine months, until I became executive director. I supervised other staff. I tried to create a counterbalance to the power of the Board of Trustees, some of whom had been stealing from the foundation, by recruiting 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。