SuddesGroup

CEOs and Development

November 25, 2006 | Tom Suddes

Case Currents published this great article 10 years ago for senior staff and administrators. In a nutshell, here it is:

There are 12 qualities that make a nonprofit Chief Executive Officer (CEO) or Executive Director a GREAT partner in the Fundraising/Development Department.

1. Vision and Leadership.
   A nonprofit CEO should have:
   • A well-articulated vision of where the institution can go
   • Goals to achieve the vision
   • A credible strategic plan for meeting the goals
   Good leadership and good management of resources will inspire prospects to invest.
2. Commitment to the Institution. A CEO should truly believe in the institution’s mission.
3. Commitment to Development. The CEO should make fundraising a personal and institutional priority. Development should organize, develop a strategy and keep the fundraising program on track.
4. Integrity and Honesty. Moral fiber is essential in a CEO. The consistency (or inconsistency) of responses to issues, questions, and problems will show up over time.
5. Perseverance and Patience. Virtually every major “Ask” follows many years of cultivation. The CEO should be prepared to spend long periods of time in pursuit of a gift.
6. Optimism. The ideal CEO believes success is possible and keeps perspective–and hope–when minor setbacks occur. Fundraising requires a positive outlook and a long view.
7. Communication Skills. All CEO’s should learn how to speak effectively to large groups, small groups, a TV camera, and individual constituents. Being a good listener is also critical.
8. Energy and Pacing. CEOs should work with their staff to pace themselves and handle their schedules wisely because of all the extra events, meetings, and calls after normal working hours.
9. Openness to Advice. A CEO and Chief Development Officer CDO should be a team with complementary strengths. They should be able to share advice and ideas often and easily.
10. A Sense of Humor. A CEO can relieve everyone’s tensions by seeing the humor in situations that go awry.
11. Creativity. When the original plan for a solicitation falls flat, a creative CEO can keep the door open for another proposal.
12. Understands “who should” and “how to” ask for money. Sometimes a CEO will make “the ask,” and other times a volunteer will be the primary solicitor, while the CEO supports the ask. Good CEO’s understand this duality.

A CEO should also:

• Make the CDO a part of the policy team.
• Trust the CDO and delegate authority.
• Provide adequate resources.
• Handle differences in private.
• Support and encourage the staff.
• Offer candid and constructive criticism.
• Make decisions in a timely fashion.

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No More Major Gift Officers

November 21, 2006 | Tom Suddes

Don’t freak out! If you ARE a Major Gift Officer … or have just HIRED a Major Gift Officer … or HAVE multiple Major Gift Officers … THAT’S GREAT!!!

What I’m strongly urging you to do is to CHANGE THEIR TITLE!!!

• It’s soooooo development-y and fundraise-y!
• It’s such an insider’s word.

We should wear a sandwich board that says “I’m a MAJOR GIFT OFFICER. I’m coming to ask you for a Major Gift. Get ready.”

Nobody OUTSIDE your organization deals with “MAJOR GIFTS”.

Nobody INSIDE even knows what they are.

As always, I challenge you with the NO MORE … but offer an alternative SOLUTION.

Change the TITLE of your “MAJOR GIFT OFFICERS” to something that includes the word RELATIONSHIP!!!

• Could be a CRO: Chief Relationship Officer.
• Could be a RRO: Regional Relationship Officer
• Could be RDOR: Regional Director of Relationships
• Could be a CRO: College Relationship Officer
• Could be just R.O.: Relationship Officer

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We Get What We Measure

January 8, 2006 | Tom Suddes

“We almost always get what we measure.”

This is particularly true in nonprofit organizations, although I believe it is just as prevalent in the for-profit world.

A simple question:
How do we train, measure and reward our Development Staff, be they Income Development, DOD’s, Major Gift Officers, Planned Gift Officers, or whatever the title?

For most organizations, the measurement is activity (busy work). I have actually worked with large and very successful nonprofit organizations whose “measurement,” and I’m talking about actual evaluations, were based upon number of phone calls … number of letters sent out … number of “moves.”

Specific and personal: We just had a great young potential development superstar say, “I can’t find the time to do Major Gifts because I am measured on the number of grant proposals that I submit!”

So, what’s the answer? IF … the goal of the For Impact Development Operation is to write a net, net, net (triple net) check to the organization (to fund the vision)…

THEN … the goal and measurement of the development staff should be tied directly to that net, net, net check! If you’re a volunteer leader or senior staff/administrative leader of a nonprofit organization, you should expect results from your development team. However, you cannot give them the old “pat on the back” and “go get money” Knute Rockne half-time locker room speech!

Your Development Staff should be measured on three things:

1. Total net dollars raised
2. Number of quality ASKS
3. Number of one-on-one visits

We use these GREEN SHEETS to MEASURE sales activity/productivity. Feel free to reproduce/use/expand.

To succinctly summarize and re-emphasize the point: Your development team needs to be working directly and specifically on things that raise the most amount of money at the lowest cost!

That’s how they should be trained. That’s how they should be measured. And that’s how they should be rewarded!

Special Note: Og Mandino has a wonderful message in the Spellbinder’s Gift about busy work. In Step 6 of Patrick Donne’s Send the Instructions for Your New Life, Og through his character states very clearly: Never hide behind busy work.

“It just takes just as much energy to fail as it does to succeed. You must constantly guard against the trap of falling into a routine of remaining busy with unimportant chores that will provide you with an excuse to avoid meaningful challenges or opportunities that could change your life for the better. Your hours are your most precious possession. This day is all you have. Waste not a minute. Never hide behind your busy work!“

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