Traditionally, we hire for advancement positions with a core set of attributes and characteristics in mind. For instance, we want people on our team who are:
- Ethical
- Excellent communicators
- Relationship-oriented
- Attentive to detail, and,
- Goal-oriented
Even though the above list is just a sampling, we typically don’t include “belief flexibility” as one of those core attributes for which we hire. I think we should.
Belief flexibility is our cognitive capacity to asses our own beliefs, consider alternatives, and change our beliefs when facts or evidence are presented to us.
Sounds simple enough.
And with the pace of technological change generally, the specific introduction of A.I., and ever-increasing expectations for personalized communications, it should be easy to see why we need people on our advancement team who possess and use belief flexibility.
We need people who are aware of their own beliefs and biases about money, wealth, giving, volunteering, inviting gifts, etc.
We need people on our team who have the cognitive capacity (and willingness) to consider alternative approaches and strategies for success.
We need people on our team who can change their minds and beliefs when facts change.
Over the last decade or so it can feel as if more people have become polarized, more stuck in their own worldviews, more “belief inflexible.” Certainly in the political realm there is evidence that people have become more polarized and inflexible.
The most productive and effective advancement colleagues have always had the capacity to believe flexibly. They have always been willing to adjust their plans to fit the circumstances. They have always be able to assess their own deeply held assumptions and respond to interpersonal situations appropriately.
It may be time for us to no longer assume during hiring that potential colleagues come with this type of flexibility. For example, during interviews we could ask questions like:
- Can you give an example of when you changed your mind about something after receiving new information or feedback?
- Have you ever had to adjust your approach to a project due to unexpected changes or new data? How did you handle it?
- How would you describe your views on philanthropy and giving?
- How do you balance staying true to your values while also being open to new perspectives?
- Describe a time when you had to communicate a message to a donor or a professional colleagues that was difficult or potentially at odds with their interests or beliefs. How did you tailor your communication to address their concerns?
Perhaps its time for us to engage our own belief flexibility and consider some fresh approaches to how we assess potential advancement colleagues.
