The Fundraising Talent Podcast

There is a silver lining in the high turnover among fundraising professionals: the opportunity to understand how fundraising plays out in different contexts. After growing up and beginning her fundraising career in the mid-Atlantic, Amanda and her husband transitioned to the southeast in order to pursue some new opportunities. Amanda Fabrizio-Grzesik, M.Ed. is Director of Development at Tennessee Technological University. In many ways her career reflects EAB’s curious chameleon research that intrigued many of us several years ago. Whereas she was accustomed to everyone talking faster, louder, and with their hands, Amanda's new post has allowed her to develop an appreciation for a different pace of life, indirect communication and a healthier work-life balance. Transitions often allow us to better understand the history of an organization, its structure, and its funding streams. Amanda has observed how historically state-funded institutions are beginning to catch up with the fundraising capacities of private institutions. The ability to be transparent, show kindness, and demonstrate great communication skills are essential for all fundraisers and will enable fundraisers to bridge even the most difficult of barriers. For those interested in reading Amanda's blog, go to Fabulous Fundraising. Amanda can also be found on LinkedIn. For those who may be interested in EAB's Curious Chameleon research, start here.

I’m very grateful that before we wrapped up our work week, I was able to catch up with Jeanne Long, Senior Director of Advancement at Hope for the Warriors. Jeanne and her team of organizers for Philanthropy Day on Cape Cod have enlisted me to stir things up later this month. I have been charged with confronting arms-length fundraising and other patterns of organizational behavior that prevent us from accomplishing our goals.   After becoming an enthusiastic fan of my new book, Jeanne and I have enjoyed several conversations about how the sector should take a fresh look at some of the it’s most enduring fundraising challenges.   Arms-length fundraising assigns a name to the dysfunctional pattern of organizational behavior that is familiar to most experienced fundraisers.   The sector’s passion predicament, also known as the donative labor hypothesis, affords an explanation for how nonprofit leaders rationalize less than competitive wages for employees who derive intrinsic value from their work.   While organizations are often quick to point fingers at the board for their fundraising challenges, is it foreseeable that CEO’s will be increasingly expected to “manage up” and recognize that low expectations of the board can have negative ripple effects throughout the entire organization?   For those who would like to begin a conversation with Jeanne, she can be found at LinkedIn   And for those who are not familiar with the donative labor hypothesis, here's a good place to start. ​

April Ellison is the Director or Individual Philanthropy at the Detroit Zoological Society. I’m looking forward to meeting April and other fundraisers next week while I'm in Detroit for an engagement at Henry Ford West Bloomfield Hospital.   I really appreciated April’s willingness to begin our conversation with an experience where doubt could have gotten the best of her. It reminded me of Eleanor Roosevelt’s famous quote, “No one can make you feel inferior without your consent.” As a woman, a fundraiser charged with the responsibly of asking powerful people for big checks, and the mother of a twelve year-old daughter, April recognizes how important it is to keep her confidence up, be willing to take risks, and lean into the possibility of failure.   While being aware of the power dynamics that usually play out in our work, April attributes her success in fundraising to ensuring meaningful connections, discovering what she and her donors have in common instead of what is different, and recognizing everyone first and foremost as human beings.   If you'd like to connect with April to continue this conversation or begin another, feel free to reach out to her on LinkedIn.

I was eager to talk to Samuel Butler for two reasons: first, he is our first guest on the show from the other side of the Atlantic; and second, it was apparent in some of our earlier conversations that the two of us share a similar critique of contemporary fundraising practices. Sam is the Director of Fundraising and Communications at Tibet Relief Fund, a member of the Institute of Fundraising’s Policy Board as well as a member of the Commission on the Donor Experience.   Our conversation began with the question of whether the mass acquisition model of fundraising is broken. We discussed challenges arise when agencies no longer serve a broad range of organizations and instead narrow their focus to organizations that can afford the largest volumes. This tendency will become especially problematic when we consider mass acquisition efforts implemented on a global scale.   We also discussed:   • The recent interrogation of fundraising practices in the United Kingdom is in large part a response the Olive Cooke tragedy in 2015. • The traditional donor pyramid has become swollen with an overwhelmingly large number of donors who are only contributing at low levels. • Fundraising practice is complicated by the churn in leadership and strategy that interferes with consistency of thought, purpose and action over a long period of time.   Sam suggested the following links for our listeners who are not familiar with some what we discussed:   Link to Sofii here (which I mentioned): http://sofii.org/   Link to the DEP SIG here: https://www.institute-of-fundraising.org.uk/championing-fundraising/donor-experience/   Link to Charity Slam here: https://www.charityslam.com/    Sam's recent blog post @ Charity Slam: https://www.charityslam.com/single-post/2018/10/04/Running-to-Stand-Still ​

This is the first special Sunday installment of The Fundraising Talent Podcast where we talk to someone who isn’t a frontline fundraiser but rather someone who is actively identifying fundraising talent for his clients. Jonathan McIntosh is a Nonprofit Development Recruiter at ThinkingAhead Executive Search in Nashville. Jonathan agreed to share with me some perspective of what it looks like to identify fundraising talent in today’s competitive market. Jonathan shared his insights into the organization’s readiness for fundraising talent and the recognition that, at a minimum, some organizations may need to mature their understanding of fundraising operation before they hire an experienced fundraiser. I also appreciated Jonathan’s characterization of meaningful engagement that reveals a creativity of approach, an ability to push through resistance, and a willingness to make sure the timing is right for the donor’s gift. Some of the other key points of our conversation: A great fundraising candidate is someone who loves and cares for the donor and who doesn’t just see dollar signs. Sometimes organizations are not prepared for major gifts, and it’s important to understand that hiring a top-notch candidate isn’t necessarily the way to fix that. A good fundraising professional is someone who is first a great listener. Organizations often wait too long before they enlist the help of a recruiter. The best candidates are not looking for new opportunities but are actively doing the same job a new employer would expect of them. If you’d like to connect with Jonathan, he suggested reaching out to him via LinkedIn.

It was evident in my conversation with Liz Schriner, a Major Gifts Officer at Franciscan University of Steubenville, that she has found fundraising to be fulfilling work on a practical level as well as on a deep, spiritual level. As our listeners will discover, her passion for fundraising evolves from her faith which allows her to be thoughtful and deliberate about her work.   For much of our conversation, we contemplated what could be expected of a newcomer in the field versus what we have come to expect of someone with experience. We also made observations about what a newcomer is likely to learn in the field directly with donors as compared to training seminar.   In this conversation, we discussed: The experience of fundraising often occurs on a transactional level, a relationship level and a spiritual level. The job of a fundraiser requires a great deal of sophistication, transparency, and emotional intelligence. Employers have to give fundraising professionals permission to be forthright about their lack of experience in awkward or less than familiar scenarios. Fundraising affords us an opportunity to create massive impact and to play a critical role in how we do fantastic things in the world. For those who would like to connect with Liz, she can be found on LinkedIn.

Skeeter Sellers, Assistant Director of Development at The University of West Alabama, originally reached out to me to talk about the new book and my upcoming visit to Birmingham. In our conversations, it is evident that Skeeter has developed a commitment to meaningful engagement with his donors. He has discovered that fundraising can be very meaningful work and that our greatest opportunities are to align our donors passion with the needs of the institution we represent. He has also discovered the importance of teamwork and how working strategically with colleagues makes up for some of the disadvantages we assume to be true of small shops.   In this conversation, we considered: The definition of fundraising is to meet current needs whereas development aligns a donors passion with their financial support. One way to address professional turnover is to ensure the organization has the advantages of a systematic fundraising program that puts the donors in first place. As fundraisers we align ourselves with people who are passionate about a cause. Achieving this alignment is how we create long-term, sustainable support. The assumed weaknesses of a small shop can become strengths if everyone is working as team. If you'd like to connect with Skeeter, he suggested reaching out to him on LinkedIn.

I’m grateful for the invitation to be a part of the 2018 AFP-Alabama Educational Conference later this month. I’m especially grateful that Kristie Nix-Moorer, Development Director at the YMCA of Greater Birmingham, agreed to afford me some insider perspective of the local philanthropic community before I arrive. It was evident throughout our conversation that Kristie is committed to advancing our profession and investing in the next generation of fundraising professionals. In this conversation, Kristie and I discussed: With fundraising professionals changing jobs as often as they sometimes do, how does an organization ensure they are hiring the right candidate for the job? Whether some nonprofit organizations develop a reputation for having an ineffective fundraising program. How important is the relationship between a fundraising professional and the CEO? As we wrapped up, we considered whether women more so than men might find success in leadership roles that necessiate cultivating meaningful relationshops and other fundraising responsibilities. If you would like to connect with Kristie, she can be found here on LinkedIn. For more information about the 2018 AFP-Alabama Educational Conference.

After listening to my conversation with Klementina, I was reminded of just how difficult it can be for some of us to lean into our identity as a professional fundraiser. I recall my own hesitancies at times when someone asked, "what do you do?" I have enjoyed getting to know Klementina Sula, Chief Development Officer at Henry Ford West Bloomfield Hospital and am especially eager to spend some time with her and her colleagues in late October.  Some key points that the two of us discussed were: At our best, we fundraisers are connectors and we help bridge the relationship between a generous individual and their passions. To ensure rewarding relationships with our colleagues in non-fundraising roles, we have to build trust and earn their confidence. In the way that we often want to be invited to the table when decisions are being made in other departments, we too need to be quick to engage others within the organization and invite them to our table. For fear of being exposed, are fundraising professionals less inclined to reveal the messiness, uncertainly and vulnerability that characterizes our work? If you're interested in connecting with Klementina, she can be found here on LinkedIn.

I have enjoyed getting to know Stephanie Wollenburg through my involvement with the Association of Lutheran Development Executives earlier this year. Stephanie is the Assistant Director of Development at Long Island Lutheran and a leader in ALDE's young professionals group. ALDE is a remarkable network of fundraising professionals who share a common commitment to their faith and vocation. In this most recent conversation, Stephanie described a number of ways that fundraising professionals can ensure their path to becoming highly-effective fundraisers. Whereas being friendly and outgoing are important skills, the ability to quietly listen and observe is a critical skill for fundraising professionals to develop. Fundraising professionals should seek out an employer who demonstrates a strategic balance of patience and expectations. While our economy transitions towards increased automation and digital communication, fundraising can become one of the places where people find meaningful engagement. Arms-length fundraising is quick and easy whereas the expectation of meaningful engagement and meaningful support requires discipline and a deliberate, systematic approach. If you're interested in connecting with Stephanie, she can be found here on LinkedIn. ​   ​

I really enjoyed this second episode of The Fundraising Talent Podcast. I am grateful to have met Colton during the recent launch of my book and have enjoyed our ongoing conversation about what it means to be a fundraising professional in today's economy. In this second episode of The Fundraising Talent Podcast, we considered the following questions: What are the characteristics that are most important to our profession? Does the intensity of fundraising make it an especially difficult career path for some to stick with? How many of our donors are aware of the "culture of metrics" that drives some fundraising operations? Does a sales mentality to fundraising create a barrier to the most transformational experiences? If you're interested in connecting with Colon, he can be found here on LinkedIn.

I have enjoyed reviewing this conversaton that I recently had with Lauren. We began with the questions of who "owns the realtionship" with a donor and whether an introvert might be particularly well-suited for cultivating meaningful relationships. I appreciated Lauren's thoughts about the myths we tend to attribute to the digital donor and her willingness to challenge the notion that some advantages in fundraising are limited to big shops. While still working out some of the kinks in the production of the show, I am delighted with how well this one turned out. For those of us who have been around for a while, it's high time we stop talking and start doing more listening.