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.
Our profession talks a lot about creating a “culture of philanthropy,” usually disguised as part of a conversation about how certain groups are not giving to expectations. Whatever your circumstances, there is a way for these groups to build a stronger culture of philanthropy. The first step is to recognize that it’s not specifically about giving, but about setting the conditions for giving.
Seldom does promotion come with a corresponding investment in management training. You do not need to look far to find studies pointing to how poor management is the top reason for staff turnover. After many years of managing people, few things have been more effective in making me a better manager than writing out my management philosophy. Why does having a management philosophy work?
Do your President and Deans know how many days a year you have to fundraise? I bet they will be surprised by the answer. Recently a senior university advancement leader wanted to know how best to educate the deans about how limited the fundraisers time was to actually do the work of raising money. So how many days in a year do you actually have to meet prospects and raise money?
After 25 years serving in higher ed advancement leadership, my life’s work is now focused on coaching nonprofit leaders, finding great talent for an organization, and partnering to solve a myriad of organizational issues. I am launching Coach’s Corner to complement this work, share what I am learning, and present strategic questions from leaders in the field and insights about how to address them.
Integrating women across your fundraising processes is not an all or nothing act; you can start from where you are today by taking small steps. Declaring a clear vision can be a powerful tool and first step.
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…
Multiple attempts have been made over the years to “manage change,” often with little effect. What if instead nonprofit professionals sought to lead through change?
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
Managing up—the ability to influence the people to whom fundraisers report—is a big factor “that differentiates people who are able to advance in their careers and those who are not.”