In today’s advancement world, the function of “stewardship” is constrained (typically and artificially) to those activities and responses the institution makes once a gift has been made. For instance, we steward a donor through our public recognition programs and how we extend thanks based on their giving level, etc. But this constrained view of stewardship…
Category: Branding
Translations
The primary role of your case statement is to translate the funding priorities of your institution into messages prospective donors will embrace with enthusiasm. This translation occurs in two fundamental ways: First, your case needs to do the practical work of translating all of your “institutional speak” into everyday language that regular folk understand. Acronyms,…
Indirect Skills
A list of skills not directly related to advancement but all of which will make you better as an advancement professional (with some linked resources to become better): How not to take things personally; Building strong connections with others; How to ask better; Failing well. Building more trust in teams. Enjoy!
Systems Of Care
“We’re sorry to hear of your loss of Mamie, and our hearts go out to you. We know this time is tough, and we’re always here if you need anything. Love, Jair, Chewy.com” With the recent passing of our family pet, one of the chores we had to complete was ending the autoship arrangement we…
Working Large
All advancement programs have finite resources, both human and financial. The idea that you can spend whatever you wish to accomplish your goals and aims is not reality. Sure, advancement budgets at some institutions are larger than at others, but there is always a limit. And, over the last few years – regardless of the…
3 Leadership Statements That Build Team Trust
One version of leadership posits the leader as a know-it-all. This is the supremely confident individual who has most all the answers and always knows a direction for future growth. The strongman (or woman) model. However, under this form of leadership, team trust is rarely optimized, which means that team effectiveness is rarely optimized. In…
The Donor Awareness Matrix
A key aim of our advancement work should be to gain deeper awareness of our donors (and prospective donors). What do they believe about our institution? What is their motivation to volunteer? To give? What are their specific reasons for engaging with us? How would they describe their values? What other organizations do they support…
Where, Who, and How
“What makes us distinctive or different or unique as compared with other institutions like us?” This is a question that Board members, administrative leaders, advancement folk, and others ask regularly and with some measure of irritation. The regularity of asking this question stems from the fact that our answer is fundamentally important to our marketing,…
Comparisons
One institution has a president who is deeply embedded in the advancement process, enjoys engaging with donors, and is good at this work. Another institution has a president who doesn’t enjoy advancement nearly as much and, instead, prefers spending time leading other institutional issues rather than being with donors. One 150-year, 4-year institution has a…
Asking Your Way To Becoming Distinctive
Our daughter is in the final stages of her college search and selection process. She has participated in virtual events, on campus events, Zoom calls, email exchanges, and other communications with a number of colleges and universities. As she is narrowing her list, our family is now visiting a few of these wonderful institutions for…