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…
Ron Schiller shares with Alexander Haas’s podcast how the transferable skills from his background in the arts set him up for success in fundraising – and how you can direct your career in fundraising to achieve your goals.
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?
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
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.”
Seasoned nonprofit leaders offer their thoughts on how to get ahead professionally.
Successful organizations in the modern economy require leaders to access their rational/analytical, AND emotional capabilities.So, how do we reconnect with and increase our innate capacity to understand and share the feelings of another? The first step is to go back to basics and retrain ourselves to listen.
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.
Turnover can be costly. When a donor’s key contact leaves—whether it’s the president or development officer—the donor’s relationship with the institution is disrupted. The result? Delayed or decreased giving.
