Today in class, we discussed the importance of networking as a leader. We examined the case study of New Jersey Public Television and its former executive director Lawrence Frymire. Whether through his own faults or the difficult circumstances he was put under, Frymire was asked to resign from his position as executive director by Governor Brendan Byrne. Frymire had originally been hired by Governor Richard Hughes, and despite achieving considerable results, was unable to gain favor with the Byrne administration and was soon asked to leave. Had Frymire been able to secure a stronger network within the Byrne administration, he would have likely saved his job. He instead butted heads with several people and was unable to satisfy Governor Byrne and the NJPTV Board of Commissioners. Professor Grimm also discussed the “Six Practices of High-Impact Nonprofits” and how it would have behooved Frymire to adhere to them. For example, if Frymire had been able to “inspire Evangelists” he would have had a network of people that would have fought to keep his job and stand by and support his decisions. Or if he had “mastered the art of adaptation”, he could have quickly adapted to the new administration and gained favor with them. I think as public leaders, we can all learn from the mistakes of Lawrence Frymire when it comes to networking.