by Melanie Norton

A new year has started and for many that means new resolutions, new goals and new beginnings.  The idea of a “fresh start” on the personal level seems appealing to many of us for a variety of reasons.  On a professional level, however, the reset button rarely returns to zero.

In their online Outlook 2012, The Chronicle of Philanthropy shares its list of “5 Challenges for the Nonprofit World in 2012.”  Among the list of formidable tasks for the coming year, there exists the ever increasing demand for charities to measure effectiveness and show results.  Although calculating overhead ratio has been a common measure in the past, it is by no means a comprehensive assessment of effectiveness.  However, it has yet to be replaced by a more practical evaluation measure.

I can safely say that measuring effectiveness seems to be a top priority for almost everyone in my professional network; clients, colleagues and friends alike.  Many are feeling the pressure to justify their operations and existence, and the demands are coming from board members, donors and managers of all kinds.

Although there is no magic formula for success, following are a few tips you might find helpful as you look for ways to help maximize personal and programmatic effectiveness:

Do your homework.  This means knowing your “business” inside and out.  Knowing your business also means knowing your prospects and donors.  And, don’t be afraid to admit you don’t know the answer.  A polite “I’m not sure, but I’ll find out right away” is much better than the alternative.

Concentrate on results and not on activity.  This means maintaining a laser focus on the activities that will bring about the biggest return on investment.  You can’t do it all, so don’t sacrifice essential functions for ones that are easier to accomplish or tend to be “busy work.”  Working hard does not mean working smart.

Keep score.  It sounds simple, but it’s not uncommon for programs and organizations – even successful ones – to be challenged by the basic task of getting important information recorded.  If you’re the employer, make it as easy as possible for your employees to share needed information.  If you’re the employee, be diligent in getting your information into the system or down on paper.  It’s critical for not only today’s success, but also that of the future.

Work like an owner.  I recently attended an AFP luncheon in Cincinnati where the speaker, Erika Dockery, asked the attendees to consider “what would I do today if I worked 100% on commission.”  Although the concept may be more frequently heard in the for-profit arena, the results are advantageous for all.

Focus on the donor.  You’ve heard it time and again, but it’s true.  The best results occur when everyone walks away feeling like a winner.  In the world of philanthropy, both the charity and the donor can do just that.  There is no better “measure” of effectiveness.

by Melanie Norton

I was fortunate to attend the National Conference on Philanthropic Planning last week inSan Antonio,Texas.  The Partnership for Philanthropic Planning (PPP), formed in 1988 as the National Committee on Planned Giving, hosts this annual conference for the variety of professionals whose work involves charitable gift planning. 

The annual conference is always an energizing opportunity to learn from and network with others who devote their time and energy to making charitable giving more meaningful.  I’m always impressed with the variety of gift planners, major gifts officers, financial planners, attorneys, accountants, consultants and other professionals who attend and make this such a rewarding experience.

There were many common themes among the participants this year, but there remains an overriding desire among professionals to provide solutions that are in the best interests of both the donor and charitable entity, to do so in the highest ethical manner, and to seek closer relationships among all of the parties in the charitable process.  

As uncertainty prospers, planning and staying ahead of the educational curve is becoming increasingly important.  But, in this era of tighter budgets and fewer staff, breaking away to indulge in professional development is difficult at best.  Staying on top of the latest information takes real dedication. 

The PPP website offers helpful tips for those who might need extra support convincing his or her boss that a conference or other educational opportunity is a good investment.  Consider sharing the following benefits:

• The opportunity to learn about new approaches or tactics developing in response to donor demographics, economic conditions and legislative/regulatory developments
• Contact with the nation’s leading experts in the field
• The ability to converse with quality service providers and vendors, as well as solicit feedback on their services from other attendees
• The occasion to dialog with fellow professionals – sometimes before and after the event – who do similar work
• Access to materials, both online and in person, for future reference and sharing with internal staff

Perhaps one or more of the above arguments will help you make the case for your next development opportunity.  Take the time to refresh, learn from the best minds in the business, and form meaningful relationships with your professional colleagues.  These investments of time and resources will serve both you and your constituents well in the future.

by Kris Kindelsperger

Unemployment is hovering at more than 9%. Significant layoffs have been seen in recent years in the nonprofit sector.  Many organizations are fighting for their financial lives.  So, how is it possible that some organizations claim that they cannot find qualified candidates for development positions?

The overall turbulence in the economy is causing many good candidates to hold tight and not make any moves at all.  Professional search firms will tell you that two-career couples are reluctant to move for fear that a spouse will be unable to find a job in today’s market.  Candidates who own homes may be underwater in their mortgage or concerned that they will be unable to sell their existing home.  The recession has put downward pressure on salaries making some moves less financially attractive.

As we have worked to help clients fill open development positions, we have seen several visible trends at work in the advancement job market:

A bird in the hand – Many of the best qualified professionals are not “in the market” for positions.  They have a good situation and are sticking with it.

Home Sweet Home – Some qualified candidates are not willing to relocate, especially to smaller communities, even for a significant career advancement.

Great Expectations – The expectations of some presidents/CEOs/boards for quick fundraising results are scaring away the best candidates.

What can you do about this?

• Many organizations are working harder to home-grow their staff.  Forward looking managers are doing more hiring and promoting from within to build future leadership.
• Good major gift officers are hard to find, so some organizations are more willing to experiment with individuals with sales and marketing backgrounds, as long as they embrace the mission of the organization.
• Lots of organizations are finding that their candidate pools are shallow so they have to exercise patience and be prepared to look longer and harder to find the right person.

One benefit of the recession is that new candidates are looking at the nonprofit industry who may not have in the past.  They look to the nonprofit world today as a safe haven from the perils of the economic storm ravishing many for-profit companies.  If they really care and believe in what you do, they may be the right person for the job at the right time.

Whatever your situation, remember three things:

1. Don’t settle for second best hoping that the person will somehow work out, they seldom do.
   
2. Do hire for the personality and work ethic characteristics necessary to do the job.  The resume can’t tell you this part of the human equation.
   
3. Do pay attention to your instincts about fit and dedication to your culture and mission. 

by Dan Schipp 

Johnny has been on the job – Assistant Director of Annual Giving – for nearly a year . . . and he just doesn’t seem to be getting it. 

He doesn’t appear to comprehend how annual giving fits into the overall picture of development.  He doesn’t seem to know where to focus his efforts. And he keeps bringing up ideas that just don’t fit the culture of the organization. 

Why is Johnny failing?  Perhaps, it has something to do with how Johnny was brought on staff.

Too often organizations and institutions do not pay sufficient attention to getting their new employees started off on the right foot. Effective onboarding is much more than a meeting with the Human Resources administrator and a tour of the campus or office. 

A quality, comprehensive onboarding experience is a long-term process that begins before an employee’s first day on the job and continues for several months.  Onboarding is more about positioning employees for success and retaining talent than getting them settled in their new jobs.

A well planned and executed onboarding process serves several objectives, including:

• promoting an understanding of the organization’s culture, values and priorities
• building positive relationships within the organization
• reducing new employee anxiety
• setting performance expectations
• decreasing the learning curve

What are some things to keep in mind when bringing on board a new worker in an advancement office? 

In addition to the usual steps — sending a letter of welcome before the employee’s first day, thoroughly preparing an office, and creating an onboarding plan/schedule (perhaps for the first six months), I suggest the following actions:

• Compile an orientation binder that includes:
  •  the organization’s mission and vision statements,
  • case for support, 
  • organizational and advancement office strategic plans,
  • job descriptions for everyone on the advancement staff,
  • organizational charts for the advancement office and the organization as a whole,
  • brief biographies of organizational leadership, board members and advancement staff,
  • brief history of the organization,
  • fact sheets on the organization and the advancement office,
  • advancement performance dash board, and
  • office policies and procedures.
• Arrange for the chief advancement officer or another senior advancement officer to meet with the new staff member several times over the first few months to discuss the organization’s history, culture, guiding principles, and philosophy of development.
• Assign someone on staff to serve as an onboarding peer to be available to the new staff member to provide support and facilitate introductions to others in the organization.
• Schedule orientation meetings with advancement staff members to have them explain their responsibilities and advancement objectives.
• For someone taking on personal solicitation of gifts for the first time, arrange for a major gifts officer to accompany the new staff member on several calls and model how to cultivate and solicit gifts for the organization.
• Schedule frequent meetings between the new staff member and her supervisor to discuss expectations, to review progress, and to assess the challenges and opportunities in the new staff member’s area of responsibility.

What would you add to this list of steps to take to ensure a positive onboarding experience for a new advancement staff member?

by Andy Canada

What have you done today to show donors that your organization appreciates them?

I hope that’s an easy question for you to answer.

Are struggling to come up with what you have done today to make sure your donors know how much the organization appreciates their support? 

Then maybe its time to take a step back and reprioritize your to-do list for the day.

There are countless activities and projects that development professionals get pulled into on a daily basis, but everything you do should be focused on donors and making sure they feel a part of your organization.  It is our job to show them that their support is a wise investment.

How do you prove to your donors that your organization views them as more than just a number in the database?

Treat each one as an individual.  Remember, everyone has personal preferences on how they want to interact with your organization.

It is your responsibility to uncover what those preferences are and create a strategy for engaging your donors on a new and personal level.

Put yourself in your donor’s shoes and make a list of how you like to be treated and how you would like interact with the organization.

• Is monthly communication enough or too much?
• How do you want to be thanked for your gift?
• How do you like to be asked for gifts?
• What motivates you to contribute?

There are many other questions that you could ask yourself, but I also encourage you to have similar conversations with your donors.

Engage donors in an open dialogue and ask what they feel you do well and what you can improve upon. Incorporate this information into your strategy.

So, before the day gets away from you – take a look at your task list and make sure you are putting your donors first.

by Dan Schipp

Forging a Strong Relationship between the CEO and CAO

Recently I was asked to coach a new chief advancement officer (CAO) on how to work effectively with her chief executive officer (CEO).  The goal for a strong CEO/CAO relationship is to forge a partnership that enables each to be as effective as possible in their respective roles and with their unique skill sets.

The relationship between the CEO and the CAO has been called by some the most critical relationship in a not-for-profit organization. As Michael Gaylor outlines in his chapter in the book, Transformational Leadership, edited by Stanley Weinstein, the two leaders must have an authentic relationship, based on mutual respect, genuine interest in one another, and a deep commitment to the organization, its mission and values.  They must be comfortable spending time together and be able to work out the conflicts that inevitably will rise up between them. The CEO and CAO need to be headed in the same direction.  They may disagree on some of the tactics for getting to their destination, but they must be aligned when it comes to strategic goals.

The CEO and CAO have different roles to play in advancement.  The CEO is the visionary. She ensures that the organization’s mission is fulfilled efficiently and effectively.  She articulates the organization’s aspirations.  She exercises judicious oversight of the organization’s resources.  She builds relationships and seeks the resources necessary to fulfill the organization’s aspirations.

The CAO is the “bridge” between the organization and its external constituents.  He is the donors’ advocate.  He is the facilitator and supporter of the CEO, board members and other volunteers in their roles in advancement.  He is the developer, implementer and evaluator of fund development strategies.  He also is a builder of relationships and lead participant in seeking philanthropic support for the organization.

A strong relationship between an organization’s CEO and CAO is a key element of a successful advancement program.  What kind of relationship do your CEO and CAO have?  What do you see as the essentials for forging an effective CEO/CAO relationship?

Look for more info on this subject next month as I provide you with practical exercises on forging a stronger CEO/CAO relationship in your organization.

Let Dan know how helpful  “Forging a Strong Relationship between the CEO and CAO” is for your organization and share your results by posting in the JGA comments section below.