By Harry Southworth
A career development plan is something that you decide to do for yourself to gain clarity on what you are doing, why you are doing it and where you want to end up. In essence, it is a written summary of all your professional ambitions and objectives and how you plan to achieve them. Taking the time to write a career development plan can assist in clarifying what your career goals are and in turn, sharpen your focus on achieving them.
Why write a career development plan?
When it comes to career development, you can often feel like the whole process is out of your control and that it all depends on opportunities that others offer you. That’s where you are wrong because you have a lot more control over your career path than you may think. Writing a plan is important for defining goals, implementing a goal-achieving strategy and executing that strategy successfully. By writing a career development plan, you are acknowledging all the things that you can do to achieve your goals and how you’ll set out on accomplishing them.
Taking the time to write a career development plan can also help to:
Prevent career ruts
When the paperwork starts to pile up and you forget why you chose your career path, having a career development plan reminds you of the bigger picture and why you’re doing what you’re doing.
You cannot expect yourself to be the best at everything, it’s in our DNA to have weaknesses but that doesn’t mean they cannot be addressed and corrected. Your career development plan will help to identify these weaknesses and set up a strategy to work on improving them in order to achieve your professional goals.
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Thank you to our members who participated in our annual Day in the Ridings (DITR) initiative! Our members’ efforts were key in creating awareness of the role and value of professional fundraising to our federal government.
Over the past two years, 140 AFP members met with 164 MPs, Ministers, and government officials in 338 ridings across Canada to bring forward our “case” for AFP’s role in public policy development and asked elected officials to support three important policy priorities:
- A home in government for the charitable sector;
- an ongoing investment in data collection on the charitable sector; and
- consideration of tax exemption for gifts of private shares and real estate.
Thanks to this work, AFP’s message about the value of professional fundraising and the importance of an enabling environment for charities has spread across the country and across party lines. Read more »
Originally published on AFP Global
What questions does Juniper Locilento, senior director, development at the YMCA of Greater Toronto ask herself as she heads into work every day?
When Juniper Locilento appeared before the Senate Committee on the Charitable Sector in her capacity as VP of Public Affairs for the AFP Greater Toronto Chapter on March 18, 2019, her five-minute submission summarized the most foundational pillar of fundraising.
“There is a well-documented connection between asking for, and securing, charitable contributions,” she told the committee. “The power of the ask has been demonstrated in experimental studies. Asking not only increases the probability of donating but also the amount that people give.”
She quoted the AFP Foundation for Philanthropy – Canada’s own biennial study, What Canadian Donors Want, which found 75% of people specifically asked to give will do so, compared to 53% of those who are not asked. That 22% differential represents hundreds of millions of incremental revenues that could enable charities to better address urgent need.
Fundraisers play a vital link between charities and their supporters, Juniper argued, and while Canadians acknowledge fundraising is important, they also have concerns. Read more »
By John Paul de Silva – originally published on the Social Focus Consulting blog.
|Vanity A La Mode, in front of podium, disrupting philanthropy in all the right ways
In my previous article on AFP Congress 2018, we explored how charities can reverse declining revenues by delighting donors, more specifically, by personalizing communications, running experiential events, and designing frictionless webpages. Ultimately, it’s people that drive and nurture such decisions, but how do we facilitate this kind of innovation and disruption? We do it through transformational leadership which requires introspection followed by extrospection.
|Kishshana Palmer, presenting on transformational leadership and emotional intelligence
In Kishshana Palmer‘s session, she focused on emotional intelligence (EI) and its ability to help us motivate, inspire, boost, and push others, in turn, helping us become transformational leaders. According to Ms. Palmer, EI can be broken down into four domains or competencies: self awareness, self management, social awareness, and relationship management. Although the framework is centred around emotions, I believe it’s a good general framework for all contributing aspects of transformational fundraising leadership. Read more »