Giving is Good
You’ve heard the expression in advancement and development circles, “We can’t keep going to the same donors over and over again. The well will go dry.” That’s not altogether true. But since it’s such a widely-used analogy, let’s play with it a bit. Certainly real water wells can “go dry.” So, that part is accurate….
The 5 critically-important, unvarnished, and uncomplicated steps to raising considerably more money: Start by creating an institution-wide strategic plan that invites input and perspectives from a variety of constituents. The finished plan should specifically identify key priorities your institution will pursue over the next 3-5 years and should paint an inspirational narrative of how you…
Becoming expert (adjective) is different than becoming an expert (noun). The former implies a willingness to embrace a developmental journey focused on enhancing one’s experience, knowledge, skill, adroitness. The latter evokes a desire to seek a position or standing among others. Becoming an expert is an end result in which one is viewed as a…
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…
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,…
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! Follow and share Jason’s…
It’s easy to take notice of the mass happenings. The red news banner on the bottom scroll of your television visibly blaring the phrase, “Breaking News.” The homerun in the 9th inning of a tied world series game that has everyone in the stadium on the edge of their seats. The Netflix show that everyone…
“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…
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…
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…