{"id":279,"date":"2018-06-22T16:04:58","date_gmt":"2018-06-22T06:04:58","guid":{"rendered":"https:\/\/www.thebuzz.net.au\/educateplus-vic-tas\/?post_type=article&p=279"},"modified":"2018-06-22T16:04:58","modified_gmt":"2018-06-22T06:04:58","slug":"ten-top-strategies-for-successful-engagement-with-leadership-suzanne-moorhead","status":"publish","type":"article","link":"https:\/\/www.thebuzz.net.au\/educateplus-vic-tas\/article\/ten-top-strategies-for-successful-engagement-with-leadership-suzanne-moorhead\/","title":{"rendered":"Ten Top Strategies for Successful Engagement with Leadership – Suzanne Moorhead\u00a0"},"content":{"rendered":"

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\"\"<\/a>Recognised award-winning authority and adviser on fundraising and capital campaigns, Nick Jaffer – Global Philanthropic<\/a>, 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.<\/p>\n

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#1. Engage your leaders; the number 1 issue for a successful Advancement program<\/h3>\n

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.<\/strong> 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.<\/p>\n

Engagement with leadership is critical to the Advancement program<\/strong>, 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.\u00a0You may have to adapt to reflect your leader\u2019s style.<\/p>\n

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#2. What are the barriers to Senior Leaders taking on an Advancement role?<\/h3>\n

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.<\/p>\n

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.\u00a0 Their role may be in engagement and community relations, or in providing a knowledge and passion for the project. They don\u2019t necessarily need to make the ask, but rather to be a part of the Advancement team when engaging with potential donors.<\/p>\n

Fundraising and engagement are more about listening (80%) than about talking (20%)<\/strong>. It\u2019s about understanding and learning about your potential donor. This takes the pressure off your leaders and staff. Make sure your leader understands this.<\/p>\n

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\"\"<\/a>#3. Where do I see my biggest challenge?\u00a0Is it with the Board?<\/h3>\n

Board members (and indeed other Leadership members) can be ego driven<\/strong>, 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<\/strong>, so repeat the message often and keep it fresh. Bring in outside people to help. And, don\u2019t worry if you think they\u2019ve heard it before.\u00a0 Apple doesn\u2019t think you\u2019ve forgotten what an iPhone is but they don\u2019t mind telling you about it again \u2013 and few seem to be offended.<\/p>\n

#4. Who is the best person to bring onto your board to support and grow philanthropy?<\/h3>\n

A Board has three key responsibilities<\/strong>: (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.\u00a0 What role does, or should, philanthropy play in supporting your institution\u2019s mission?\u00a0 How can we elevate the conversation about philanthropy to the Board level?<\/p>\n

Why not bring a donor or a fundraiser on board to lift the culture of giving?<\/strong> They already have a proven record, especially if they are a parent or alumni with a passion for the institution. To quote Nick. \u201cIt\u2019s easier to make a donor a board member than it is to make a board member a donor\u201d. For those already on the Board, are they giving? We can\u2019t ask others if we don\u2019t 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.<\/p>\n

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\"\"<\/a>#5. Talk the talk<\/h3>\n

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 \u2018numbers\u2019 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.<\/p>\n

#6. Benchmarking and KPIs<\/h3>\n

Benchmarking can provide a compelling argument for resourcing and provide an evidence based argument. Ask:<\/p>\n