Posted by & filed under Career Development, Uncategorized.

Your fundraising career: Should I specialize?

Nine years into my fundraising career I did it. I decided to specialize.

I had been working in a small shop for years doing most of the fundraising. When you work on a smaller team, you learn to do it all: running direct response programs, creating digital engagement campaigns, designing corporate philanthropy initiatives, writing grant applications, cultivating major donors, and even a little bit of graphic design.

When I started looking for another job, I applied to more generalist roles. But as I interviewed with various organizations, I began to think about what it was that I really wanted in my career.

Becoming a Specialist

Specialists are masters of their craft, with a deep understanding of their work. If you choose to specialize, you’ll have the opportunity to become very advanced in your specific area of fundraising, and by staying on top of your game, you can become a thought leader in your area.

Specialists can help fill gaps on fundraising teams. For example, one of the first specialist positions a smaller team might create is a major gifts officer who can dedicate her time to cultivating and stewarding donors would otherwise not be engaged. Because of this ability to fill gaps with their expertise, specialists can be in high demand and have a higher earning capacity.

Unfortunately for specialists, career options can be limiting. Fundraising specialists look for roles that not only align with their skills, but with the causes they are interested in. So, for example, a fundraiser who specializes in prospect research and has a passion for social services may not find a role that is a fit for them.

In addition, specialists can have a harder time transitioning into leadership roles where one is expected to have an overarching strategy that involves all fundraising strategies, as well as managerial skills.

Becoming a Generalist

Generalists are often thought of as jacks of all trades, but masters of none. Though this can seem like a drawback, what it means is that they tend to be big-picture, team-oriented thinkers. They can often see the interconnectedness of various fundraising (and organizational) activities, and are comfortable navigating the waters when the path is unclear.

Generalists thrive in smaller organizations where modest budgets call for someone whose fundraising experience is wide-ranging. If you choose to be a generalist, your broad fundraising knowledge base will allow you significant career flexibility. You’ll be able to jump from role to role quite easily. And generalists often get promoted into leadership roles, as director level positions often require a comprehensive view of fundraising in addition to managerial skills.

On the flip side, generalists can make mistakes when they’re making decisions without the expertise to back them up. And without expertise, generalists sometimes feel like their work involves a lot trial and error rather than relying on a deep understanding of best practice.

And while job stability is not guaranteed for anyone, generalists tend to be more replaceable than specialists simply because there are more of them.

So how do you decide?

For me, it took interviewing for other roles to realize that I wanted to become a more specialized fundraiser. The process prompted me to ask questions I hadn’t really thought about.

If you’re trying to make a decision on whether or not to specialize, consider these questions:

What stage of my career am I in?

If you’re early in your career as a fundraiser, you may want to avoid specializing until you’ve had a chance to try your hand at everything. Once you know what you like, and what you’re good at, you’ll be able to make this decision with more confidence.

Do I do my best work when I can focus on one aspect of fundraising?

If you are most productive and producing your best quality work when you have multiple projects on the go, then being a generalist might be the right fit. But if focusing produces the best results for you, specialization could be the route you should take.

Am I passionate about one particular kind of fundraising?

Do you LOVE meeting with donors? Or crafting the perfect direct mail ask? If there’s one type of fundraising that gets you more excited than the others, it’s worth exploring that path.

As a generalist or a specialist, will I be able to work for causes I am passionate about?

As I mentioned above, specialization can be limiting if you are passionate about causes that tend to have smaller fundraising shops. On the other hand, a generalist who is passionate about university fundraising may have a hard time competing with experts vying for a focused position at these larger shops.

Do I want to be in a leadership role?

If you’re looking to be a team leader, you’ll need to develop a broad range of skills. Not only will you need to understand all fundraising activities and have managerial skills, but you’ll need cross-functional skills across departments as well. And remember, there is no right or wrong when it comes to choosing whether to specialize or not. It’s all a matter of what you want out of your career.

 

Ashleigh Saith

Co-Founder
Charity Savant

Ashleigh Saith is a fundraiser and nonprofit leader with years of experience working in small- and mid-sized nonprofits. She’s passionate about nonprofit marketing and leadership, and found herself with a shocking knack for finance. Ashleigh is currently the Manager of Annual Programs at Holland Bloorview Kids Rehabilitation Hospital Foundation. She was formerly the Director of Development and Partnerships at Interval House, and is a graduate of the Humber Fundraising Management Program. While out running, Ashleigh thinks about new ways that Charity Campus can help nonprofit staff and volunteers grow, learn, and connect with each other. In addition to the charitable sector, Ashleigh loves cats, Gene Kelly musicals, and all forms of soup.

Follow Ashleigh on Twitter @ashleighsaith and Charity Savant @CharitySavant 

 

Posted by & filed under Career Development, Next Generation Philanthropy.

This post is a primer for major gift fundraisers who find themselves doing corporate fundraising as part of their daily job. That said, I think this will also be useful to the full service fundraiser as well as the Executive Director who is occasionally asked to join in cause marketing style meetings.

Let’s take a look at the differences between major individual giving and corporate fundraising (often erroneously referred to a corporate philanthropy). I have done both types of giving and am approached regularly by people asking to help their boards, CEOs and staff understand the difference between the two types fundraising, so let’s dive in!

Fundraising: Individual vs Corporate Giving

Let’s start with the difference in motivation between the two camps. I will be speaking in general terms here but it’s important to note that the only rule of thumb is that…there are no rules of thumb! There are always exceptions to the rules but by and large, my experience is that the following is true 90% of the time:

Motivations of the Major Donor

Individuals typically measure the impact of their gift by, well, impact. If an individual lost a relative to an illness and they want to make a donation then they look for social return on their investment. Perhaps the gift is therapeutic, or to cure a disease, or provide a social outcome that they believe in. You the fundraiser are their partner in helping them realize a vision of change within their community or area of interest.

Motivations of the Corporate “Donor”

Some individuals will indeed make gifts through their companies or through their corporate foundations but I would argue that these are not corporate gifts, but individual gifts. You steward these gifts as individuals, ask an individual and report back to an individual. So let’s leave that type of giving aside and focus on the cause-marketing umbrella, at its heart a marketing spend.

Companies exist to make a profit and shareholders invest in companies for a return on that investment. When a company engages a charity, it is seldom framed in this context overtly by the prospect but branding, community engagement, product placement and employee engagement are all desirable to the corporation because they lead to a healthier bottom line in some way. This comes in all shapes and sizes and could be through more engaged staff, brand recognition, product sales or an increase in market share or overall market size.

Pretty simple stuff and nothing groundbreaking here, I know. The impact that this not so subtle difference has on how someone approaches a prospect is tremendous.

Individual vs Corporate Prospects

When I am seeking a major gift, I want to speak to a high net worth individual (and the definition of high net worth depends on my gift goals). I research who they have given to, their net worth, their salary and which influencers I am connected to who can make the introduction. When I talk to them, I ask them about their giving interests and talk about how my projects can help them achieve their philanthropic goals. I am asking them to give me their own personal money and to trust that I will solve a social problem for/with them.

I would never, ever, lead with where I can put their name, how many e-mail addresses I can collect for them, how many free gala passes they will get and how many branded tweets I will send out for them. The idea of approaching a major donor this way is totally ludicrous but we often approach corporate prospects through a major gift lens.

When I am looking to sell sponsorship, run a point of purchase campaign or product placement opportunities I look for people in the marketing, business development, brand and communications departments. When I want to build an employee engagement campaign or community outreach strategy I look for HR people or CSR staff.

In other words, I am asking people to invest their company’s money, not their own. I talk to them about their business goals and how I can help them be more profitable but also how I can help that particular professional meet the goals that they are being measured on (product sales, market share etc.). The only time I am asked about the impact my charity is having on the world in these types of meetings is when it is in the context of their market research. That is, their key demographic (customer, employee, investor etc.) cares about a particular cause and so the company wants to be seen supporting that cause. Just like I would never tell the individual giver about branding opportunities, I would never ask a Brand Director for them to give me a cheque to help my program user for nothing more than the positive impact it will have on society.

How to Know When to Talk Gift vs Investment

You should expect to shift into philanthropy mode when the following happens:

  • You meet in a prospect’s home with their family (though many major donors meet in their offices as well)
  • They share deep personal stories with you
  • When you tell stories about the people/animals/environment that you help they ask to hear more
  • They ask about the social impact of their donation and never move on to how you can help their company

You should shift into marketing mode when the following happens:

  • You are meeting with someone who has any of the following in their title: brand, communications, human resources, CSR (though CSR folks often act like grant givers so this one could go either way!) or who is from a third party marketing or communications company representing a prospect
  • They ask you about your mission and them immediately start to ask you about your database, events, stakeholders, market research etc.
  • They talk about products, market research, proposals and corporate volunteering

The Cause Marketing Meeting Roadmap

My advice to people who are heading in to talk about sponsorship, cause marketing or corporate fundraising in general is to go to the meeting empty handed! Don’t bring a proposal, don’t bring a sponsorship package, don’t bring a leave behind and definitely do NOT bring your case for support!

Go to the meeting with the sole purpose of asking questions and getting the second meeting to present a customized proposal to the decision makers if you and the prospect agree that there could be a fit.

When you go to a meeting, be prepared to answer questions about sponsorship opportunities, volunteer opportunities, key events, the size of your database, who your brand appeals to (if you’ve done the market research, otherwise…don’t guess) and whether or not you have the capacity to deliver on their campaign ideas.When the opportunity comes for you to speak, be sure to end every sentence with a question mark. The following is a good starting point to ask a corporate prospect:

  1. Who is your target audience?
  2. How do you like to engage and market to your customers?
  3. What does your target market value?
  4. What can you tell me about your marketing and sales goals for the coming year?
  5. What would you consider to be the most important elements of a partnership between our two organizations?
  6. The goal of the first meeting is never to close the deal, though it is wonderful when that happens! The goal of the first meeting is to gather information to build a customized proposal and to get the second meeting.

Tracking, Reporting and Measuring Impact

When I report back to major donors, I focus on whether or not we met the mission goals of the project, stayed true to budget and reached the number of people/animals/projects we said we would. I prepare stories and samples of impact, I do site tours and project visits and I bring board members and program users to come to thank the donor and show them how they are making a difference.

When I report back to a corporate entity, I talk about website traffic, product distribution, speaking opportunities, employee volunteer numbers, press pickup and media hits. I create a formal fulfillment package complete with photos, web hits, attendee reports and everything I can to prove that my sponsor got the value I promised them.

If you are a seasoned fundraiser then you already have much of the experience needed to be working with corporate prospects! As you can see by this post, there are some subtleties and differences between the two types of giving and, while the creation of a sponsorship package and valuation requires some technical expertise, you can certainly do well in the first and second meeting by changing your approach slightly based on the principles in this post.

 

ChrisChris Baylis is a fundraising professional with expertise in cause marketing, sponsorship and corporate social responsibility (CSR). Chris has managed both national and local campaigns and is a board member of the Association of Fundraising Professionals in Ottawa.

Chris is also the Founder and Chief Blogger for The Sponsorship Collective and can be found on Twitter @CPBaylis writing about all things cause marketing.

Posted by & filed under Career Development, Inspiration, Leadership/Management.

 

Janice Cunning, ACC, CPCC, Leadership Coach, Life on Purpose

Values represent who you are, what is most important to you, and how you want to express yourself in the world. As fundraisers we are passionate about discovering our donor’s values and helping them express these through their philanthropy. Sometimes we get caught up in our own work and focused on meeting our goals and we forget to create space to explore and connect with our own core values. When we do this we are doing ourselves a huge disservice.

Three positive things happen when you honour your values:

wmi1. You feel motivated to take action

Think about something you need to do that you might have been avoiding. For example, you might have a set of call notes that you need to enter into the database. If this isn’t something you enjoy it can get pushed to the bottom of your list. Your values can help you find the motivation to complete this task authentically. If you value connection, then you can think about entering the notes as a way to deepen the relationship between your organization and the donor. If you value fun, you can make the task into a game by timing yourself and having a reward for beating the clock.

2. You can quiet your gremlins

We all have those voices that keep us stuck in the status quo. It might say you aren’t good enough or convince you that you don’t want to move outside your comfort zone. Truly connecting with your values can help you move forward despite these voices. Perhaps you want to apply for a promotion at work. Your gremlins might ask if you are qualified enough to do that job. They may tell you that a promotion will mean more work and less time for family. Your values are always stronger than the gremlins. If you value purpose then you can approach the decision from that perspective. You can reflect on how this new position will help you have a greater impact on your organization and those it serves.

3. You have a more fulfilling career

Values serve as a compass and point you in the direction of what will be most fulfilling and meaningful to you. This isn’t always easy. If you value honesty then there will be times you need to speak your truth even if it contradicts what your organization is planning to do. You will do this even if you are the lone voice speaking out. If you value stillness there will be times you have to say no people and tasks at work because creating space for yourself is key to your success. When you consciously choose to honour your core values you create a career that truly reflects who you are. And that is the ultimate goal.

So what are your core values? Your values are there inside you and you express them every day. However you may not have articulated them to yourself.

The simplest way to unearth your core values is to explore this question: “What must I have in my life for it to be fulfilling and meaningful?”

This is an exciting question that can be explored in so many ways – in thought, in writing, in pictures, or in conversation. Brainstorm a list of all the possibilities. Make sure you explore fully each aspect of your life. For example you might say I value my career. Explore what values are represented in your work, such as connection, contribution, making a difference, achievement, etc.

Spend a few days creating a list of words and phrases that represent what is most important to you. Use your own words and be creative. Once you have a full list, choose the 5 or 10 that are most important to you.

Now you are ready for the most important part – using your values to guide your choices each and every day. What will you choose to do today?

Janice Cunning is a Certified Professional Co-Active Coach trained by the Coaches Training Institute (CTI) with over 15 years of experience as a fundraising consultant and researcher. Janice was a Senior Consultant at KCI where she provided coaching to leading university prospect research departments with a focus on strategic planning, teamwork, and communication. Janice will be presenting at Fundraising Day 2015 in Toronto. You can follow her on twitter @janicecunning

 

Posted by & filed under Career Development, Inspiration, Next Generation Philanthropy, Opinion.

Laura Champion, Donor Relations Coordinator – Direct Response

Crohn’s and Colitis Canada

At almost 30 I still want to change the world. I want to make a difference in people’s lives and I still truly believe that I will do that in my chosen career as a fundraising professional. Some would call me naïve and others would call me ambitious. Recently, I have had two conversations with fundraising colleagues who had completely different vantage points on the topic of ambition.

Colleague One was saying that career ambition is something she feels she should have but does not. While this makes her feel guilty, she has reached the point of wanting the regularity of the 9 to 5 knowing that her non-work life would fulfill her. At the same time, she feels guilty because so many others in our peer group are working toward something different. She also feels a little judged because she found happiness at a level in her career that was/is not enough for others.DON'T QUIT

In contrast, Colleague Two has been chomping at the bit for nearly two years as a fundraiser, making connections and speaking with people on how to innovate their organization. He hustled in the best sense of the word and has not seen the results that he wanted. He says, he has become so frustrated by the sector not embracing his level of ambition he has considered leaving fundraising all together. He is motivated by his desire to support a family but blind ambition has impaired both that goal and his career. His blind ambition is not only impairing his career goals but because he cannot find a job is hindering his ability to reach personal goals, like supporting a family.

I find myself somewhere in the middle of One and Two. There are weeks where I network with industry colleagues almost every day, reading up to 20 fundraising blogs, and checking out job postings to make sure my skills are remaining competitive. Then there are weeks where I just want to go home and catch up with my old friend Netflix. The difficulty of being a young educated professional is that we are bursting with ideas but are not in a position to implement. Some of us are lucky to have supervisors who let us channel this creativity in our roles but I know this is not the case for most.

So what is one to do about all this? How do you channel your ambition is without any of the side effects my colleagues are experiencing? So far this is what I have found works for me:

1) Know thyself. What is your ambition driving you toward? To make a certain salary level, to reach a certain title, to be valuable enough to make your own schedule and hours, to be out of the office in time to take the kids to soccer, or all of the above? Know what it is you want and then be judicious about how you get there. Saying yes to anything is a good way to open doors but if you are not careful it is also a good way to lose focus.

2) Eyes on your own paper. Ambition can be fueled by jealousy and internal expectation. Do your best not to worry what others  and focus on what YOU can be doing to get where you want to go. It is an important reminder of what we all learned at a young age – it does not matter where anyone else on the test, or in this case their career, you will not succeed unless you focus on what you need to do.

3) This is a marathon. As a young professional, you have at least another 35 years ahead of you in your career. You cannot do it all at once.  It can be frustrating in the day to day when ambition or lack thereof is nagging at you but know that whatever you are working toward will all come with time.

As I approach my 30s, I realize that ambition is going to continue to be an important piece of my career puzzle. So fellow fundraisers – how did you figure it out in the early days of your career? Did you find that driving ambition was helpful or tempered level of ambition was just fine?

Let’s talk about it. @charitablelaura

Laura Campion PhotoLaura Champion is Donor Relations Coordinator at Crohn’s and Colitis Canada. She has a thirst for fundraising knowledge and is always open to discussion. You can find her on twitter @charitablelaura.

 

Posted by & filed under Career Development, Inspiration, Leadership/Management, Marketing/Communications, Next Generation Philanthropy.

Tara George, CFRE, Senior Vice President – Lead, Search Practice at KCI (Ketchum Canada Inc.), talks career advice with Cynthia Foo, Grants Manager at Environmental Defence.

CF: If you had to pick three “must have” attributes for the fundraiser today, what would you say these would be?

TG: Goal orientation – Regardless of the fundraising role, the individual has to be able to formulate goals, marshal resources, and deliver results. This takes persistence.

Communications savvy – All messages, written and verbal, regardless of channel, have to reinforce the strategy and drive results. Fundraisers have to be exceptional listeners.

Service orientation – The fundraiser has to really seek to spotlight the cause and others’ priorities, rather than one’s own. And if you do that with effective communications savvy, those three things are really fundamental and critical.

CF: How important is the role of a good fundraising manager?

TG: People can learn and model, but training is a factor. In the fundraising world I often hear people describe themselves as a “solo warrior”, or a “lone wolf”. Fundraisers who started young, and never managed other people for example, can get stuck at a certain level because of lack of opportunities to obtain diversity of experience.

So my advice to fundraisers is this: gain people and business management skills – learn about theory, and gain knowledge of best and emerging practices. You don’t become a good manager by accident: continuous learning is a key ingredient of the recipe for success!

CF: What about advice for mid-career fundraisers?

TG: This is the time to broaden your scope of fundraising, gain experience in other areas beyond your narrow field of expertise and prepare for more senior positions. You don’t get to be the CEO if you are just a specialist!

However, I don’t think of a career as a ladder, I think of it as a web. For example, someone who starts in event fundraising may need to go sideways to go up a level. Their event position may lead to an expanded role in communications which develops into learning about digital fundraising, or deeper involvement in annual giving.

I often hear complaints that employers can’t pay for all of employees’ courses and their training, but I say that you are responsible for your life and career – so why wouldn’t you invest in yourself? Don’t let these things stand in the way. I paid for my MBA myself – it was tough, but it was important to my growth, and I’m glad I did it.

CF: What are the three most common mistakes when marketing oneself in the job market?

TG: People come in ready to present their skillsets but they don’t know anything about the organization. Do the research and show your passion and knowledge about the organization and the cause. And it needs to be genuine – you can’t fake it.

The second common mistake is that people are not properly prepared for the interview process. Make sure you understand the role and provide evidence to back up your success. I’m always surprised to see people who can’t clearly identify the metrics of their success – either in percentage or numbers of donors increased. For a group of people who hang their hat on dollars, identifying numbers in their resumes is a must!

Finally, the most common mistake: Being too self-centered – not showing examples of contributing to the success of others and not recognizing the importance of team work.

No one landed their first seven-figure major gift completely single-handedly. Most likely, there was someone who did prospecting, others who did stewardship in the organization and so on. Demonstrating how you work with others is important!

CF: What do you see as reasons for high turnover in the nonprofit sector? And what do you see as the current biggest challenges facing employee retention?

TG: Generally speaking, high turnover in any position in any sector is not healthy and it’s not good for the individual: it can stain their reputation. When there’s supply and demand, the perception that the “grass is greener on the other side” heightens the sense of opportunity. I think people really should do their homework to make sure they can be satisfied and happy where they are and where they think they would like to go.

In my role, I hear people comment that money is the main motivator, but I don’t think it’s that simple. Often people move for personal satisfaction – they want to learn and grow and be challenged. Of course, people want better titles and money. But more importantly, they want to have impact and be engaged in their work, to be respected. Managers can play a huge role in making employees feel really good about their accomplishments and excited about what they’re learning – even when the organization cannot offer more money.

In today’s market, employers are showing less loyalty, so employees are doing the same. I think it’s important that employers hire for values – when that happens, the turnover rates drop. Hire people for their values and retain like-minded people who want to stay.

CF: Thank you so much for your time, Tara! As a parting thought – what are some of the fun things you do in your spare time?

TG: I love to read! I especially love to read novels and read a couple of novels a week. Sometimes I read business books: I enjoyed The End of Competitive Advantage by Rita Gunther-McGrath, which I won as a door prize at Congress. She was an excellent speaker there that year. I also read “Thinking Strategically” by Harvard Business Review, and The First 90 Days by Watkins. Every morning I also scan the Stanford Social Innovation Review, and the Harvard Business Review, in addition to a number of other sites.

 

Tara GeorgeTara George, CFRE – Senior VP Lead, Search Practice, KCI (Ketchum Canada Inc.)

As the Lead Consultant for KCI’s Search Practice, Tara has successfully led more than 150 recruitment assignments for a range of non-profit clients across Canada. A respected advancement professional with extensive networks in Canada and beyond, Tara has a clear sense of the strategic vision, leadership skills and business acumen necessary to succeed in the nonprofit arena.

 

CynthiaFooCynthia Foo – Grants Manager, Environmental Defence

Cynthia Foo is the Grants Manager at Environmental Defence,a national environmental charity that just celebrated its 30th anniversary. She helps strategize, secure and steward foundations’ giving to help her organization grow. She also currently sits on the AFP Toronto Ethics Committee, and serves on the Board of the West-End Food Co-op and the Liaison of Independent Filmmakers of Toronto.

 

Posted by & filed under Career Development, Inspiration, Leadership/Management, Mentorship, Networking.

Julie Davis, CFRE, Vice President External Relations & Advancement

Trent University

I’ve heard many negative and uninformed comments about my profession as a fundraiser. “You’re that person who keeps sending me letters. I would never stoop to begging for money”. “How can you do this job? It’s ambulance chasing at its worst.” “I don’t know why they hired you. They just finished a capital campaign, what else is there to do?”

I’ve been marginalized, ignored, sneered at and dismissed. I’ve had new hires quit after a few months because they had no idea how hard the job was. I chose to enter the fundraising profession mid-way through a very successful marketing career because after the birth of my daughter and moving to a small town, I wanted to give back, to do something I would be proud to tell my child about at the end of the day.

I was really good at my job, I felt I could sell anything to anybody, so I wanted to make that count towards something important. I had no idea what was involved in being a fundraiser and to be honest I was quite arrogant about bringing my big city international career to the profession of fundraising, especially in a smaller shop.

                               photo credit: Tabo Garcia

I was quickly humbled by the professionalism of the sector, the knowledge of my colleagues and the ability of our volunteers. The Executive Director of a nearby charity came to the “Welcome Julie” Open House just after I arrived and offered his time and expertise. Thankfully I was smart enough to take him up on that offer and we spent hours together – starting with my list of questions that included “what is a major gift”, “what do I put on the board agenda” and “how do I manage volunteers”?

His patience, willingness to share and wise advice has been my experience with so many others in this sector. When I didn’t know how to proceed I “called a friend” and they always took my call. During the lucky thirteen years I have now spent in this profession I’ve had the opportunity to meet with countless donors and talk about why they give.

I’ve learned from volunteers about how to ask for money and never to take no for an answer. I’ve met with the recipients of our charity’s gifts and seen first-hand how we’ve made a difference and why it was so important. I’ve received unsolicited cards from board members and donors thanking me for the work I do for our community (truly!). I’ve had donors thank me for allowing them to be a part of our good work (that one brought a tear to my eye). I am a fundraiser because I have talents that can be put to good use to help others.

I am a fundraiser because I love the opportunity to help people, to say thank you, and to make wonderful connections between people who care passionately about the same things. I am a fundraiser because it’s a necessary and vitally important profession that enriches my life in ways I could never have imagined. Join me and your colleagues at the Congress and celebrate this wonderful profession, make new connections and learn about how we are helping to change the world.

nullJulie Davis, CFRE is Vice President External Relations and Advancement for Trent University where she is responsible for Development, Alumni Affairs, Marketing and Communications, Government and Community Relations and institutional events. The University is celebrating its 50th anniversary and in the midst of a $50m campaign, which includes a recently completed Legacy Campaign that doubled the number of expectancies in just 18 months. Julie Davis will be speaking at Congress 2014 in November. You can follower her on Twitter @julietrentuvp

 

 

Posted by & filed under Career Development, Inspiration, Mentorship, Networking.

Leah Eustace, ACFRE

Chief Idea Goddess, Good Works

tweetcottage

Has anyone ever done a research study into the general health of fundraisers? If so, I’d love to know about it. I’ve long suspected that we probably suffer more than the rest of the population from heart disease, mental illness, and stress-related disorders.

Why? Well, we’re a naturally giving bunch. We wear our hearts on our sleeves, and we feel deeply. It’s what drew us to this work, and what makes us good at it. But the flip side is that many of us work particularly long hours, don’t take enough time for exercise and say yes to a lot of (too many?) volunteer opportunities.

What we don’t do enough of us is take quality time for ourselves, with each other, where we’re free from judgment, can say what’s on our mind, can ask for help, and can freely express our opinions.

Yep, I’m talking group fundraiser therapy. I’m a big fan of it.

For the last three years, I’ve been getting together on a regular basis with a dynamic group of female non-profiteers. We spend a long weekend every summer at a cottage (where anything goes, and we fit a little pro-bono work in, too). We get together at a women’s only spa the day before Congress every year (just message me if you’re interested in joining us for #TweetSpa). And, we even have a private Facebook group where we can ask and say anything that’s on our mind (this is particularly great for our small shop friends, who can run fundraising ideas by the rest of us, ask for a second set of eyes on fundraising plans or letters, or just generally rant about such things as dysfunctional boards… not that those exist ;)).

It’s one of the best things in my professional and personal life, and I think the idea should spread. What’s stopping us from gathering many a group of like-minded fundraisers for group therapy and group support? How about you men get together for #TweetScotch? Or how about we spread my good friend, Paul Nazareth’s, #NetWalk idea across the country (just tweet him @UInvitedU for details)?

I task each and every one of you to pull together your therapy group during Congress. Go out for a drink together, grab dinner, or head to the spa. I PROMISE, it will be good for you, mind, body and soul.

staff_leah (2)Leah Eustace, ACFRE, is Chief Idea Goddess at Good Works. She and Scott Fortnum, ACFRE, will be presenting on the Psychology of Giving at Congress on Monday, November 24th at 2:00pm. Leah will be feeling very zen, having attended #TweetSpa the day before. You can follow her on twitter @LeahEustace, or send her an email at leah@goodworksco.ca

Posted by & filed under Board of Directors, Career Development, Ethics, Financial/Legal, Leadership/Management, Marketing/Communications, Next Generation Philanthropy.

by AFP Greater Toronto Chapter Ethics Committee

De-stigmatization – An Odd Lesson for Ethics

There is a lot we can learn from various de-stigmatization initiatives that have captured the public’s attention of late. Bell Canada’s Let’s Talk Campaign for mental health is a shining example. Decades ago people were too ashamed to talk about depression or anxiety, and now it is commonplace to understand and appreciate that nearly one quarter of the entire workforce have a mental health struggle.

In an odd way, we need to de-stigmatize talking about ethics in fundraising and the charitable sector. People often have one of two reactions: It is either, “… our organization’s ethics are fine; it’s everyone else that has a problem,” or “… ethics? We don’t have the time or resources to worry about ethics.”

photo credit: vanhookc via photopin cc
photo credit: vanhookc

Talk About Ethics

Just like mental health, a bit of knowledge is a powerful thing. When you know what ethics actually are, the causes and symptoms of healthy (and unhealthy) ethics, and how to sustain balanced personal and organizational ethics, you have the ability to diagnose and remedy problems. Better yet, you are able to create and sustain operational excellence, increase and deepen your relationships, and be a leader for your donors and volunteers, who deserve your utmost respect.

The first place to start is to talk about ethics – to put ethics on your personal and organizational radar. One of the best places to begin is to acknowledge what you know and just as importantly what you don’t know. Ethics relates to governance matters such as a board’s fiscal responsibilities or care of duty for staff. Strategically, ethics relates to fundamental fundraising practices such as the integrity of your case for support. Ethics on an operational level can be about the information you use and share when it comes to determining a potential donor’s ability to give. Personally, ethics can even be about the level of information you share about a donor with whom you have worked during a job interview, and if you promise to “deliver” said donor to demonstrate your fundraising prowess.

At its core, ethics is all about putting yourself in someone else’s shoes to understand where they are coming from – good, bad or indifferent. It is through the sharing of each other’s stories that we discover solutions to differences in values and ethical conundrums. Again, the key is to talk, to engage, and to do what’s right – together.

Share Your Story, and Help Build the Ethics Library

To that end, the Ethics Resources Committee of Greater Toronto is promoting AFP’s growing library of ethics case studies. These are reality-based overviews of ethical situations that executives in the charitable sector have faced and managed successfully. They are fascinating. The case studies are also excellent learning tools and are available for download.

The Committee has created a new case study template to chronicle new examples of challenging ethical situations. We invite you to share one of your stories anonymously so that others can learn and continue to understand best practices, and apply them as the highest level fundraising practitioner. When you talk and share, you and your organization succeed. Best of all, donors and volunteers will be moved to give and continue giving because they know at a fundamental level they can trust.

Please fill out the case study submission form to either suggest a new case study not already covered, or to submit your own case study example.

It’s a Big Deal

Chances are that whatever ethics challenge or success you have faced or are facing, someone else is in the exact same boat. One story at a time, we give staff and volunteer leaders the ability to make their charity and fundraising everything they can be.

Posted by & filed under Career Development, Inspiration, Leadership/Management.

Maeve Strathy

It’s the summer. We’re all staring longingly out our office windows (if we’re lucky enough to have them), wondering why on earth we’re stuck inside working when we could be enjoying the sun, the fresh air, and this brief period of time in Canada where we don’t need a jacket or coat of any sort. Prospects aren’t returning our calls or emails, our colleagues are all taking turns going on vacations, and it’s hard to find the motivation to get back to the work in front of us.

I’ve had a few of these moments lately myself. Despite the lack oSummerKitef motivation, summer is an important time for planning and preparing for the new fundraising year. It’s during these quieter months at work that we have the rare opportunity to sit and think; analyze what worked this past year, strategize about what we need to change, plan out our mailings, and firm up our stewardship processes. It all sounds well and good, but there’s one problem…

I just can’t find the inspiration! Where is that passion I had for my job a few months ago? So naturally I turned to Facebook and asked my friends, what do you do in this situation? How do you motivate yourself?

One of my very wise friends said, “I have stuff on my wall in my office to remind me of the outcomes of my work.” Brilliant! And then I turned and saw a card on my desk that I received from an alumna of the institution who was selected this year for our annual Philanthropy Award. She wrote me to thank me for my help in preparing her for the event that honoured her. She wanted to thank me! She has a great philanthropic story to tell; she’s never given more than $350 in any given year, but she’s given to the university every single year since she graduated. Every year!

Even better, her gifts have been designated annually to pretty much wherever the funds were needed most. In many cases she’s directed her gift to our unrestricted fund, giving the university the flexibility to respond to unforeseen emergencies or even worthwhile opportunities. She’s given to the library many times, too! Her gifts directly impact students, and that’s what I’m here for in the first place.

Speaking of students, next to the card on my desk is a photo of a student and a donor. This donor created a financial assistance opportunity at the university in memory of his deceased son. I had the opportunity to set up a meeting between the donor and this year’s recipient of his award which gave the donor the chance to truly see the impact of his philanthropy. The student expressed – eloquently, I might add – his gratitude to the donor, and he shared what he plans to do with his life after university. It was so rewarding to witness a donor seeing the effect his generosity has on an actual student.

All of us fundraisers, wherever we work, are here to raise money to make an impact. The outcomes of our work are clear; we are so lucky in that sense. Other professionals out there might struggle to see the point sometimes, but fundraising professionals know exactly what they’re here to do, and we have lots of examples that can motivate us through even the sunniest of days.

Maeve is the FounderMaeve Strathy of What Gives Philanthropy and has been working in educational fundraising for the past seven years. Learn more about Maeve and connect with Maeve via: Twitter | LinkedIn | Email | Web

 

 

 

Posted by & filed under Career Development, Leadership/Management, Marketing/Communications, Next Generation Philanthropy, Opinion.

Alan Clayton – Director, Clayton Burnett Ltd; Chairman, Revolutionise Global; Chairman, Grove Practice; Managing Partner, Inch Hotel and Inspiration Centre

Last week, I had the honour and pleasure of addressing the Young Nonprofit Professionals, Toronto. Young and professional they certainly were but, as I was preparing and then delivering my thoughts, something struck me. The majority of the audience worked in fundraising. Not all, but the audience was definitely fundraiser heavy, perhaps due to the topic, perhaps due to the influence of the sponsor – Stephen Thomas.

This really set me thinking. The term ‘nonprofit’ is used to describe the entire sector we work in – predominantly in North America, but increasingly in Europe as well. In context, this suddenly seemed an apologetic, inappropriate and perhaps even self-defeating term. The European ‘Third sector’ is scarcely any better. You see, the primary purpose and skill of most people in the room was the ability to generate profits… significantly large profits and at a very impressive margin compared to other sectors. The rest of the room were employed in spending said profits.

I had a realisation. We are the only sector which seeks to define itself by what we don’t do. Even more contradictory, we define ourselves by something we don’t do (nonprofit) but we do in fact actually do it. We invest reserves and revenue and we generate huge returns on these investments – up to twelve times greater than returns achieved by professional investors, in fact.

The difference in our sector is not the profits we make, but the way we choose to spend those profits. Profits with purpose, if you like. Is it any wonder we come in for ridiculous criticism (CEO salaries, ROI ratios, admin costs and even ~gasp~ paid fundraisers) if we ourselves start from such a negative and defensive position as ‘nonprofit’?

We should define ourselves by what we do… that is, how we spend the profits we make. That way we start from a positive hypothesis and can better explain our purpose to questioners and detractors. Even better, we will come to be proud of what we do.

Perhaps we could be the ‘For change sector’, the ‘Social purpose sector’ or even ‘The brilliant way to invest your money and get massive relative returns which make the world a better place sector.’

I am sure you can do better than that. Perhaps AFP could start a competition to find a better term? Suggestions welcome…

Alan Clayton

Alan Clayton is one of the leading consultants, creative directors and inspirational speakers on the world circuit, currently based in the UK, Denmark, Norway and Finland. Alan created charity marketing agency Cascaid in the UK in 1998 following a career working in-house in charity marketing. He ran Cascaid until 2008, when it merged to form The Good Agency. Alan has worked with over 250 nonprofit clients in the UK and around the world.