Aspen Leadership Group has been selected by Forbes as one of America’s Best Recruiting Firms for 2020. This is the second consecutive year that ALG has been recognized as one of the top 200 executive search firms specialized in filling senior leadership roles, having made the list in 2019.
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.
“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.
Your ability to quickly reset your organization’s overall financial situation after COVID-19 will likely depend on attracting significant philanthropy. While all arms of your organization will make difficult sacrifices, your advancement team may be key to protecting your organization’s long-term viability, and you must work closely with leadership to assess, rethink, and reset critical staffing decisions.
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.
Thanks to our partners, Aspen Leadership Group has been named to the Forbes list of America’s Best Executive Recruiting Firms (2019). As an executive search and consulting firm who believes that relationships matter, we are excited that our work and the enduring relationships we have developed with our clients and candidates have been recognized by Forbes. ALG was ranked among the top 200 executive search firms specialized in filling senior leadership roles.
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.
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.