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.
For CDOs considering an eventual move into the CEO role, what skills and experiences should they look to acquire? An interview with three current nonprofit and college presidents.
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…
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
In most searches, one of our best candidates does not make it to the second round because—as reported by hiring manager after hiring manager—almost all of the talking was done by the candidate. Having experienced this candidate behavior on a regular basis, and having watched strong candidates fail to advance in a search by making this simple but critical mistake in first interviews with our clients, here is advice to better manage your airtime in an interview.