Ten Top Strategies for Successful Engagement with Leadership – Suzanne Moorhead 

Ten Top Strategies for Successful Engagement with Leadership – Suzanne Moorhead 

 

Recognised award-winning authority and adviser on fundraising and capital campaigns, Nick Jaffer – Global Philanthropic, has helped countless institutions achieve their vision and mission by maximising their fundraising performance. Nick has recently completed a national professional development tour visiting Educate Plus Chapters around Australia.

 

#1. Engage your leaders; the number 1 issue for a successful Advancement program

While the core business of schools and universities is education, as Advancement professionals we know the importance of strategic planning in order to provide sustainability for the future. Schools and universities are a business, but a business different to others. Whilst institutions can have a potential for greatness, they can lose momentum when the willingness to drive it forward is lacking. Without the passionate leadership of the Head or Vice Chancellor, advancement and philanthropy will falter.

Engagement with leadership is critical to the Advancement program, although it may take time to establish a relationship with a new incoming leader. Establishing regular and direct access and reporting to your Head or Vice Chancellor is crucial, and regular reporting to your Board is essential. You may have to adapt to reflect your leader’s style.

#2. What are the barriers to Senior Leaders taking on an Advancement role?

While the Executive may have proven skills in other fields, they may be lacking in knowledge and understanding (and even fear) fundraising and philanthropy. They may not know their role, or have had poor previous experience in it. And of course, there may be competing priorities in their lives, in the work environment, at home or in their personal lives. Respect this.

At some universities, Deans and Heads of School now have philanthropy KPIs attached to their roles, not as daunting as it may first seem. People say this only happens in American institutions but this is no longer the case; times are changing.  Their role may be in engagement and community relations, or in providing a knowledge and passion for the project. They don’t necessarily need to make the ask, but rather to be a part of the Advancement team when engaging with potential donors.

Fundraising and engagement are more about listening (80%) than about talking (20%). It’s about understanding and learning about your potential donor. This takes the pressure off your leaders and staff. Make sure your leader understands this.

 

#3. Where do I see my biggest challenge? Is it with the Board?

Board members (and indeed other Leadership members) can be ego driven, they can be successful and an expert in their own venture, but may not fully understand a school or university business. As with all of us, they need training and support. Make this part of the induction process where expectations are laid out, as well as through an ongoing narrative. Training for all is important from the Head down, so repeat the message often and keep it fresh. Bring in outside people to help. And, don’t worry if you think they’ve heard it before.  Apple doesn’t think you’ve forgotten what an iPhone is but they don’t mind telling you about it again – and few seem to be offended.

#4. Who is the best person to bring onto your board to support and grow philanthropy?

A Board has three key responsibilities: (1) approve the vision and direction of an institution; (2) monitor its progress towards achieving those goals, and; (3) ensuring it has the resources to achieve its ambitions.  What role does, or should, philanthropy play in supporting your institution’s mission?  How can we elevate the conversation about philanthropy to the Board level?

Why not bring a donor or a fundraiser on board to lift the culture of giving? They already have a proven record, especially if they are a parent or alumni with a passion for the institution. To quote Nick. “It’s easier to make a donor a board member than it is to make a board member a donor”. For those already on the Board, are they giving? We can’t ask others if we don’t give ourselves. To change the culture of our institution we must start from within, with the endorsement and example of the Head or Vice Chancellor.

 

#5. Talk the talk

Perhaps we find our Business Managers difficult to engage. Adequate resourcing is often a major problem and they may not see the long-term value of our vision. These are ‘numbers’ people so we need to present them with a sound model and our own numbers when presenting our case and asking for resources. Develop an appropriate narrative.

#6. Benchmarking and KPIs

Benchmarking can provide a compelling argument for resourcing and provide an evidence based argument. Ask:

  • How do we stand up against other similar institutions or institutions to which we aspire?
  • What resources do we need to do so?
  • How can we resource more staff to raise more money?

Both Educate Plus and CASE have benchmarking models.

KPIs are useful not only in demonstrating your expertise and achievements, but as a basis for reporting.  If your Head or Vice Chancellor or Board hasn’t set your KPIs, then take the lead on setting them – and share them with leadership. An aware board becomes an engaged board.  Demonstrate the impact Advancement is making, not only in terms of numbers, but by telling the story of a donor, a student or a scholarship outcome. Don’t forget when presenting your case to talk about your achievements and wins.

#7. Seeing is Believing

A great way of getting your message across in a simple and visual manner:

#8. Develop a good internal communications strategy

While we may have a great external communications model we often don’t have a good internal one. Expand your narrative, explain what you are trying to do, train and invest in your internal network. Invite Heads or Deans to present to your team to learn their priorities – and for them to engage with your team and learn about how you can help them. Build your case internally, educate and communicate with the Board, with leadership, with staff, students and families.

#9. Engage with the wider team

Never underestimate your whole staff and community and their ability to be a valuable part of your engagement and advancement scenario. Use your students, your alumni, your current and retired staff to tell the story, pass on the message and inspire others to give.

Thank them, give credit and praise, share the success, and keep them informed.

Work with them to achieve your goals. Engage them and make them part of the vision and the philanthropic journey of your institution.

#10. Find your champions within Leadership, the Board or the wider community

We all have our champions so work with them to achieve your goals.  Never underestimate the importance of your relationships – up, down and all around.

And remember, the business of philanthropy is about propelling the vision of your institution into the future to help your community.

 

 


Article written with Global Philanthropic’s permission by:

Suzanne Moorhead 

Writer: Education and Advancement

e: suzanne.moorhead1@gmail.com

 

This article is an account of the Nick Jaffer – Global Philanthropic, Educate Plus Masterclass sessions.

No part of this article can be reproduced or distributed without the written consent of Educate Plus and Global Philanthropic.

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