The movement to grow women’s philanthropy is not meant to focus only on one profile of women who give. Women’s philanthropy includes ALL those who identify as women. It is intended to be inclusive. Yet current language and actions by those who identify as white cisgender women leaders in this movement – including myself – may not be making inclusivity clear. We unconsciously may be perpetuating a system of racism and gender inequity.
It is on us to create diverse women’s philanthropy councils. Now. Women of color are the most underrepresented of all groups on boards. Women of color and women of different generations have voices and perspectives to add regarding how they give and want to be engaged. By including men on our councils, they can leverage their platforms and share their power, making them valuable contributors and allies to grow women’s philanthropy. Wider diversity will help our councils make better decisions and grow philanthropy. This takes attention, intention, asking stakeholders for help, and adapting your model when needed, to be successful.
White nonprofit professionals who aspire to be allies must stay engaged in anti-racist work. Checking out is a privilege and ALG’s Colleen Flynn offers resources for supporting colleagues of color and staying accountable.
If you are a leader in an organization committed to diversity, equity and inclusion, now is not the time to remain silent. Now is the time to show your colleagues of color that you value them and support them, and that you are committed to playing a leadership role in your organization’s anti-racist work.
After rapidly and successfully adjusting to remote operations, talent managers are now looking ahead to what the advancement team of the future looks like. The following offers insights from talent managers at a variety of organizations for how they are weathering the storm. It offers key considerations for planning, recommendations for best practices, and innovative examples from colleges and universities that respond to our teams’ physical, mental, and emotional needs as we transition to new models. The inspiration of this article was the result of a national advancement talent management leaders convening that was co-facilitated by Yvette Marsh, Executive Director of Talent Management, Louisiana State University Foundation and Angelique Grant, Senior Consultant and Vice President at Aspen Leadership Group.
Nnontraditional candidates often think their experience and skills are obvious, and as a result, fail to adequately explain how their professional experience makes them qualified to raise money. “A lot of people say, ‘I did sales, so I can do this,’ but you have to connect the dots” more explicitly for organizations hiring fundraisers, Michael Vann, Vice President for Search Management says. “They want their own language repeated back to them,” he says. They want to hear about specific responsibilities a would-be fundraiser held in previous jobs and how that will make the candidate successful in building relationships and securing gifts.
“Unwillingness on the part of the fundraising profession to pay attention to transferable skills has not only diminished the pipeline of talent, but also diminished success in objectives for the profession to become more diverse,” says Ron Schiller of Aspen Leadership Group. “We’re missing out on plenty of people with strong skills and relevant passion who could put those skills to work for something that matters deeply to them.”
The transition from office to remote may not be easy for some, but there are several ways to help advancement employees adjust to maintain productivity and energy. If properly planned, remote work can allow for greater productivity. Advancement leaders now have an opportunity to consider the benefits of long-term remote work beyond COVID-19; building remote opportunities into your planning can expand the pool of talent available to your team.
In collaboration with the Association for Healthcare Philanthropy, ALG presents a new whitepaper that reviews research and offers recommendations for leaders to improve diversity and inclusion in advancement.
Today’s speed of change will require leaders to find new ways to navigate this pace. My recent conversations with 12 VPs uncovered a shift in how they’re thinking about our work and its rapid evolution. As you enter planning season with your advancement team, keep the following six shifts in mind.