Reynold levy biography of michael

We may earn commission on some of the items you choose to buy. One becomes the president of Lincoln Center by competing in an on-the-merits wide open search process. In my case, it was led my Frank Bennack, then the CEO of the Hearst Corporation , who served as chair of the search committee and, later, the chairman of the board of Lincoln Center for five years of my 13 year tenure as its president.

In , Lincoln Center's campus was beset with controversy, anger and distress. Its component artistic organizations were frequently at odds with one another. Many commentators offered views suggesting that Lincoln Center's best days were behind it. Why voluntarily compete to lead a place so filled with contention and so replete with tension? My memoir answers that question pretty thoroughly.

The firm demonstrated the need to take Lincoln Center off its pedestal and integrate it into the life of the city around it. In doing so, cultural encounter would meet social discourse and pedestrians would be favored over the automobile. Diller and her colleagues demonstrated their willingness to listen carefully to all parties concerned about Lincoln Center's future and to learn in the process.

Its selection was a surprise to the architectural community as they were probably the least well-known of the competitors. Early warning signs include not living within one's means and experiencing continuous and serious operating deficits. Wikidata item. American businessperson and author. Early life and education [ edit ]. Career [ edit ].

Levy's boards and committees [ edit ]. Levy as author [ edit ]. Levy's awards [ edit ]. References [ edit ]. The New York Times. Reynold Levy. Retrieved Wien Prize for Social Responsibility. Lincoln Center accorded him its Laureate Award. For three years he was a member of the Tony Awards Nominating Committee, a position that won him many would-be friends who thought that he could secure house seats for them to the hottest show in town, Hamilton.

They were wrong. What's your best piece of advice for working with a horrible boss or difficult person? Levy said sometimes difficult behavior is a sign of a boss' insecurity, nervousness or a lack of confidence. Once you're sensitive to that, you could change how you approach your boss, such as approaching them behind closed doors, or not in a group.

You might communicate more in writing and a little less orally or in group form," he said. His second piece of advice is to avoid dismissing a point of view because of the way it's expressed or the personality of the person offering it. As a self-described "kid from Brooklyn," your educational and career experiences are extremely varied.

What would you have done differently in, say, your 20s, that you would give as advice to someone that age?