I met many Chapter participants throughout the course of the strategic planning process, and interacted with many more online. They are predictably passionate and engaged, and they are doing many great things. They are also largely young and inexperienced in the things that are expected of Chapters — fundraising, outreach, and movement-building to name a few. They will need to build capacity over the coming year if they are to fulfill their potential for the movement over the next five years. 
On the other hand, if you were to ask the people who work at the Wikimedia Foundation whether they think of themselves as Wikimedians, most of them would say no. It’s both ironic and ridiculous. These are people who care just as passionately about the mission as anyone else, and who work their butts off every day in pursuit of it. However, most of the staff perceive editors as being the true community, and no one from the community ever tells them otherwise. They haven’t been acknowledged as community members, and so they don’t feel like they belong.
(If you are an editor, and you want to do something simple and powerful for the movement as a whole, pick a staff member, and write on their user page or send them an email. Introduce yourself, thank them for their work, and welcome them to the community. I think you’ll be surprised by how much that means to them, and how much it ends up affecting you. Afterward, don’t stop there. Welcome and acknowledge others in the movement. It makes a huge difference.)
There’s something else that Jimmy does that’s powerful and underappreciated. He listens. There is nothing more empowering than having people who take the time to listen to you.
The Wikimedia Foundation, as an organization, could do a better job of listening to the community as a whole. There are people within the organization who are great listeners, and they tend to have great relationships with others in the community. But this act of deep, authentic listening is not yet part of the organization’s DNA.
It’s not a matter of intent, it’s a matter of priority. The Foundation as a whole tends to prioritize action over all other things. That can be an outstanding trait, but only in balance with other, more social things: Listening, inviting, welcoming, storytelling. Doing these things well means slowing down, and slowing down is counter-intuitive when you want to get things done. ”—