Alumni Association Quotes

Then the Alumni Association man cleared his throat and gave out with a pious spiel about Winifred Griffen Prior, saint on earth. How everyone fibs when it’s a question of money! I suppose the old bitch pictured the whole thing when she made her bequest, stingy as it is. She knew my presence would be requested; she wanted me writhing in the town’s harsh gaze while her own munificence was lauded.

from The Prep Pantheon: An All-Time Great Alumni Association Caroline Kennedy. Concord Academy ’75. Harvard ’80. On technical points Preppier than Mummy. During four years at Harvard Square, an unnatural fiber never went near her body (except for the shell of her L. L. Bean down vest). Her lacrosse game was ruthless, her brunch technique dazzling (smoked heavily, sat with the descendents of three other presidents).

Financial Advisor: “A Plan for Your Retirement” College Alumni Association: “Leave a Meaningful Legacy” Fine-Dining Restaurant: “A Meal Everybody Will Remember” Real Estate Agent: “The Home You’ve Dreamed About” Bookstore: “A Story to Get Lost In” Breakfast Bars: “A Healthy Start to Your Day

In the years after Trump graduated, Wharton became synonymous with financial success. Many of its graduates grew rich, and Penn’s endowment soared. Alumni gave generously, their names emblazoned all over campus. But although Wharton’s place in Trump’s biography expanded, his contributions to the school did only rarely. In the 1980s, a Penn development officer said Trump had given the school more than $10,000, but declined to elaborate. “I don’t know why he has not supported the school more,” Wharton’s associate director for development, Nancy Magargal, said then.

The audience for Channel 28, the PBS station in Los Angeles, was demographically perfect for Trader Joe’s. In those days, however, PBS did not accept overt commercials. Alice had been quite active as a volunteer at the station. Through her contacts, we made arrangements to sponsor reruns of shows that tied to Trader Joe’s, such as the Julia Child shows, The Galloping Gourmet, and Barbara Wodehouse’s series on training dogs, which proved very effective! These reruns were not expensive compared with sponsoring first-runs and they had very good audiences. All we got was a “billboard” announcing that Trader Joe’s was sponsoring the show, but this was a cost-effective way of building our presence in the community. Another way we promoted ourselves on public TV was to “man the phones” during pledge drives. Our employees, led by Robin Guentert who was running advertising at that time (Robin became one of the most important members of store supervision after 1982, then President of Trader Joe’s in 2002), would show up en masse at the station. They loved being on TV, and we got the publicity. Promoting through Nonprofits Most retailers, when they’re approached by charities for donations, do their best to stiff-arm the would-be donees, or ask that a grueling series of requirements need to be met. In general they hate giving except to big, organized charities like United Way, because that way they escape being solicited by all sorts of uncomfortable pressure groups. At the very beginning of Trader Joe’s, however, we adopted a policy of using non-profit giving as an advertising and promotional tool. We established these policies: Never give cash to anyone. Never buy space in a program. That is money thrown away. Give freely, give generously, but only to nonprofits that are focused on the overeducated and underpaid. Any museum opening, any art gallery opening, any hospital auxiliary benefit, any college alumni gathering, the American Association of University Women, the Assistance League, any chamber orchestra benefit—their requests got a very warm welcome. But nothing for Little League, Pop Warner, et al.; that was not what Trader Joe’s was about.

I call this membership identity. The identity may not apply to all areas of a person’s life. In fact, to an outsider it may appear that the values and identities are inconsistent with other areas in the person’s life. For example, someone can be generous and kind in one community (church, poker group, or alumni association) and a selfish bully everywhere else. You’ve probably seen this kind of compartmentalized identity. What’s important to understand is that when a member is in the community, the community’s values and identity feel comfortable and right. Further, when members are around other members, those values and their identity are reinforced.

H. R. “Bob” Haldeman and Richard M. Nixon were an odd couple, bound by politics and expedience yet worlds apart socially. Haldeman, an advertising agency executive in Los Angeles, was an unlikely candidate for the president’s consigliere. “Bob Haldeman would have been a superstar had he never gone to the White House,” recalls Larry Higby, who followed him from J. Walter Thompson to the White House at the age of twenty-three. Indeed, Haldeman in the early 1960s was Southern California royalty: regent of the University of California; president of the UCLA alumni association; founding chairman of the California Institute of the Arts:

In spite of the ruins and death, where every illusion has ended, the strength of my dreams is so strong, that exaltation is reborn from everything, and my hands are never empty. - @ The first Global Alumni Leadership Summit organized by the Indian Institute of Management - Bangalore Alumni Association 2015

Spelling is relevant knowledge." - @ The first Global Alumni Leadership Summit organized by the Indian Institute of Management - Bangalore Alumni Association 2015

Spelling is not an artificial skin of verbal expression, it is a deep structure that is revealed in the spelled image." - @ The first Global Alumni Leadership Summit organized by the Indian Institute of Management - Bangalore Alumni Association 2015

Quoting page 115: The Hispanic civil rights organizations were heavily financed by the Ford Foundation, whose president from the late 1960s through the 1970s was McGeorge Bundy, Harvard alumni veteran of the Kennedy White House and tower of the nation’s eastern liberal establishment. In 1968 Ford had created MALDEF, as a Latino version of the NAACP, with a $2.2 million founding grant. La Raza, given a similar birthing grant of $630,000 by Ford in 1968, received $1,953,700 two years later. Between 1970 and 1999, Ford gave MALDEF $27.9 million and La Raza $21.5 million. In 1981 Ford started funding LULAC, the oldest Hispanic association. Noted since its origins in Texas in 1929 for espousing patriotism, political moderation, self-help ethnic, support for English language mastery, and bourgeois civic boosterism, LULAC in the 1970s adopted the strident tone of Chicano nationalism common to La Raza and MALDEF. In 1983 the Ford Foundation, led by Ford’s first African-American president, Franklin A. Thomas, began funding the National Immigration Forum, an umbrella association modeled on the Leadership Conference on Civil Rights, to coordinate lobbying against [immigration] restrictionist organizations such as FAIR. LULAC, although joining the racialized agenda of MALDEF and La Raza in the 1970s, retained its character as a membership-based organization rooted in the Hispanic (mainly Mexican-American) community. But the constituency represented by MALDEF and La Raza was essentially the Ford Foundation and the tightly networking community of Latino political careerists.

CHAPTER 4 SUMMARY: BEST WAYS 71–80 71. When it comes to ensuring your family’s financial well-being, and securing a meaningful and rewarding job, you need to create a written action plan or a MAP (Meticulous Action Plan). 72. When you create a MAP, you are actually programming your own “employment GPS” so you can go from where you are to where you want to be. 73. When you’re done developing your action plan, you’ll have a highly structured schedule of activities for each day of the week. This includes your job transition campaign as well as your personal, social, and fitness activities. 74. If you are unemployed, you should invest 50, 60, or 70 hours a week on your job campaign. If you have a full-time job, you need to set aside a defined number of hours every week as your investment in your future. 75. Whether you are employed and looking for a better job or out of work seeking a new one, you must hold yourself fully accountable for putting in as many hours as possible and getting the most out of every hour you put in. 76. The first question you will need to address is, how many hours a week will you commit to your job transition campaign? Then, based on the number of weekly hours you’ll invest in getting a new job, your next step is to break weekly hours down into daily hours. 77. There are 13 primary job transition strategies for landing a job in troubled economic times. Your job is to determine which 4 to 6 strategies will be most effective for you. a. Networking and contact development b. Target marketing (identifying companies you want to work for) c. Internet searches and postings d. Federal jobs e. Search firms and employment agencies f. Blogs with job listings g. Classified advertisements in newspapers and trade journals h. Job fairs i. College placement departments and alumni associations j. Workforce System and One-Stops k. Volunteer work l. Job transition strategists m. Creative self-marketing 78. Once you have identified which job transition strategies will work best for your campaign, determine when, during the week, you will work on each. You want to create a structured weekly schedule. When you create a structured weekly schedule, you will have a detailed plan with specific daily tasks both for your job campaign and for personal and social activities. 79. Once you have a structured weekly schedule, you must set goals that you want to achieve from your weekly activities. A MAP without specific goals is not an effective plan. You will want to set specific goals for each strategy so you can track your success or modify the MAP if you are not achieving your weekly goals. 80. Prepare for the worst-case scenario. It is vitally important to remain in a positive, optimistic, and enthusiastic state of mind. But sometimes your plan won’t come to fruition as quickly as you’d like. So expect the best, but plan for the worst. This would include looking at your long- and short-term finances and health and other issues that need to be addressed to free you up to concentrate on getting your next job.

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