In the U.S. space industry the term “go fever,” refers to project teams making rushed decisions while “overlooking potential problems or mistakes.” The reasons that “go fever” can grip a team can range from budget pressures to individuals not wanting to be viewed as the person who slowed progress or questioned authority. This concept has…
Category: Leadership
Centralized, Decentralized, and Compartmentalized
One way to describe the organization of advancement shops is the point at which they sit along the “centralized – decentralized” continuum. “Centralized” shops are ones that provide advancement services to the institution they serve through one or several offices that report to one positional leader. These shops are typically recognized as a “division of…
Creating Your “To-Who” List
As someone who is part of the advancement process for your institution, you are in the relationship-building business. To be successful you must work effectively and efficiently with and through others. At its core, the work is about people. And you probably employ a task-filled “to-do” list in an effort to organize yourself and your…
What’s The Purpose?
One organization I work with generates over $20 million per year from their direct mail campaigns. The purpose of their direct mail program is to increase gift income. Another client – a private higher education institution with about 1,600 students – welcomes back to campus approximately 1,000 alumni for homecoming each year. The purpose of…
Being Uncomfortable
“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…
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…