I recently had the pleasure of orienting a new chief advancement officer who is coming to the position from another field. It provided me the opportunity to think about which principles were most important to impart. I landed on these seven.
Two of the seven, I thought, warranted more explanation. The first item is #4, acquiring and retaining advancement staff. I cited the Lippincott analyses of effective brands in the “Human Era,” which pointed out that companies with the strongest brands treated employees and customers the same. I thought that was particularly applicable to advancement. In the acquisition and retention of both donors and advancement staff, it is of great importance to:
I felt the second item that warranted further explanation is #7, building a culture, not just running an office. Some of the ways that can be achieved are enumerated below.
Advancement Leaders Don’t Run an Office, They Build a Culture
Here are 10 ways advancement leaders build a culture. They:
Jim Langley is the president of Langley Innovations. Langley Innovations provides a range of services to its clients to help them understand the cultural underpinnings of philanthropy and the psychology of donors and, with that knowledge, to develop the most effective strategies and tactics to build broader and more lasting communities of support. Jim has authored numerous books including his most recent book, The Future of Fundraising: Adapting to New Philanthropic Realities, published by Academic Impressions in 2020.
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I like all of this article. In particular is treating volunteers as staff. A great way to respect them and they will spread the news your charity is well run and worthy of donations.