“Our goal for the annual fund this year is $1.1 million. And, we have a “stretch” goal of $1.3 million.”
I hear this type of statement from development leaders far more than I wish.
Usually, I respond with something like, “so, what is your goal for the annual fund this year?”
I respond this way not to be flippant or cavalier. Rather, I ask because I’m still not clear on the goal.
For example: If you reach $1.1 million in total annual fund gifts by the end of the year will everyone on your team, the institution’s leadership, and your president/CEO, specifically, celebrate enthusiastically?
Or, will there be a more muted celebration with, perhaps, someone even saying, “well, that is ok, but what we really needed was to hit that $1.3 million number.”
In my experience, the latter response happens far more often when a “stretch” goal is in play.
This can feel like a case of “moving the goalposts” at the very end of the year. And that type of feeling isn’t a good one for the advancement and development team members who have worked hard and feel like their successes are being minimized.
Gain agreement on one goal among all team members and institutional leaders that matter. Support the individuals and team members who are giving effort to exceed that goal. Celebrate enthusiastically when that goal is exceeded at the end of the year.
That’s how momentum is created among advancement team members and how an understanding of the importance of giving is strengthened at the institutional level.
That’s how leaders lead well.
