Diverse pools are a means to an end. Building diverse teams, while involving more intention than building diverse pools, is also only a means to an end. It takes diverse teams, working in an inclusive culture, and making the diversity of the team count, to engage more stakeholders and raise more money. Diversity is not only a moral imperative—the “right thing to do”—it is a business imperative for everyone involved in nonprofit leadership and philanthropy: boards, volunteers, CEOs, C-suite leaders, and engagement and fundraising professionals. Until everyone involved in the recruitment process understands and can articulate diversity as essential to stakeholder engagement and fundraising outcomes, recruitment efforts will fall short.
Our Covid-19 Resources page offers the ALG community resources for navigating this difficult time. We have provided briefings on how to embrace donors and volunteers as partners, manage and motivate remote teams, and adapt to new realities for hiring and fostering team culture. Additional resources from the philanthropy sector address fundraising, CARES Act legislation and relief efforts for nonprofits, and recommendations from public health organizations.
Large gifts from donors can transform an orchestra. But how to get there? Trine Sorensen, who serves on the boards of orchestras and other nonprofit arts groups, offers an insider’s perspective on the strategies that lead to principal gifts and features best practices from ALG.
People who focus on the negative, or allow the focus of a conversation to shift to the negative, rarely get the job.
Experienced administrators and board members recognize an outstanding advancement officer when they meet and work with one, even as they recognize a true philanthropic partner. One of the greatest gifts these leaders can make to their organizations is to act upon that recognition.
CFOs and CDOs should recognize the different demands of their jobs and the likelihood that they will have different orientations and personalities, and to see these as complementary strengths rather than as a reason for conflict.
Board chairs expect the CDO to think both short-term and long-term and to set goals and create fundraising programs that appropriately balance short and long-term objectives. Board chairs view the CDO as one of the key leaders of their organizations…
Featured on Alexander Haas: Tips for Advancing Your Career in Philanthropy – Interview with Ron Schillerby
Ron Schiller shares with Alexander Haas’s podcast how the transferable skills from his background in the arts set him up for success in fundraising – and how you can direct your career in fundraising to achieve your goals.
Many “non-traditional” candidates from outside the nonprofit sector don’t get a chance to interview because the supposed risk in taking someone with only “related” experience is deemed too high. Here are some of those risks and perceived risks, together with suggestions on how to address or overcome them.
There are ways to prepare for the role of CDO, including serving on the board of a nonprofit organization in your community, finding mentors with the skills you need, or asking your own CDO to help you gain experience in areas that fall outside your current areas of responsibility. Excerpted from The Chief Development Officer: Beyond Fundraising, published by Rowman & Littlefield, 2013