“I’m not at all comfortable – and I absolutely think we should do it!” This was a Board member’s immediate response to the Chair’s question: “Are we comfortable with Dr. McNeal’s campaign plan recommendations?” I was giving a presentation with recommendations to this Board and leadership team to assist them with their campaign planning. Without…
Category: Leadership
5 Steps to Asking Better Questions
Effective questioning is a key skill of successful development officers. In addition to being the most efficient way to learn about someone, asking beautiful questions and actively listening to the responses evidences an authentic interest in the other person and helps to build trust. All of which leads to increased gifts. But while expert questioning…
Answers or Questions
It used to be that answers were power. If you had the answers, you had the advantage. You would get the best scholarships to the best universities. You would get the best jobs. And you would get promoted faster. All because answers weren’t easily and readily available. You had to work for them. Today is…
Let’s Finish This Campaign Quickly! – One Phrase, Two Meanings
Case Study #1 A president who is new to campaign work and has found that she genuinely enjoys working in the philanthropic vineyard was in a meeting with the vice president for advancement and me. She said, “I’m so excited about what this new facility will allow us to do for our students and for…
The Right Answer vs. The Best Answer
We are taught to seek out the single, right answer. And we are trained to learn the formula that leads us to the single, right answer in most all circumstances. The problem for development leaders, of course, is that there is almost never an unconditionally “right” answer. Qualitatively complex human interactions are far too varied…
When a Board Asks Questions
“It’s the board’s responsibility to ask questions. And it’s the staff’s responsibility to respond.” We were discussing the roles of a non-profit governing board and the relationship between a board and an institution’s administrative leaders, especially as it relates to strategic planning. The Executive Committee Board member who made this statement is new to non-profit…
5 Alternate Questions You Should Be Asking
Instead of asking, “what’s new?” ask, “what’s working?” Instead of asking, “who failed?” ask, “what are our strengths?” Instead of asking, “how do I feel?” ask, “how are others reacting?” Instead of asking, “what went wrong?” ask, “what does ‘high functioning’ look like?” Instead of asking, “why did we make that choice?” ask, “what do…
Getting From “Me” to “We”
A personality trait that most leaders desire in individual staff members can best be described as “being a good team player.” This trait is a combination of behaviors that, overall, puts the team’s goals and interests above those of the individual. You will hear people say positively, “he has more ego for the university than…
A Search for Shared Vision
It is not the responsibility of the CEO to create the institutional vision. It is her responsibility to see that it is created. A big distinction. The next question, of course, becomes how best to create this institutional vision. I would quietly suggest that the CEO who decides to create the vision herself causes many…
The Problem with Motions, Seconds, and Votes
Following Robert’s Rules of Order during a governing board or foundation board meeting might be helpful for imposing order on the discussion. But, it is almost wholly unhelpful in engaging and exciting the philanthropic imagination of your board members so that ambitious goals can be achieved. If you want to get important things accomplished and…