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.
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?
There is no single decision-making process and structure that will work for every organization in every search. But laying out important considerations and making choices in advance will help hiring managers — and the search firm partners who assist them — achieve the best possible search outcomes.