Jim Eskin’s 10 Ways to Get Leadership Aligned Around Major Gifts

Jim Eskin’s 10 Ways to Get Leadership Aligned Around Major Gifts, will teach you practical strategies for earning stronger CEO and board support, fostering greater organizational alignment, and building a more effective fundraising program. When leadership and fundraising professionals work together toward a shared vision, major gifts become more predictable, sustainable, and transformational.

Have you ever found yourself thinking, “My manager could really use some managing?” You’re probably right. All of us (managers included) in every field and discipline can benefit from more feedback, direction, and support at work. This is especially true in the fundraising/advancement arena in which practitioners have a stronger understanding of the art and science of principles, strategies and best practices. But those above us have the final decision-making power. We’ve all been there before.

The CEO, Board Chair or another member of the leadership team with authority to supervise our agenda makes a well-intentioned request, but we know better that it just isn’t right. Perhaps it’s a gala, golf tournament or other special event that has already been held too often in the community Maybe it’s a high wealth individual who has no interest in our cause or relationship to one of professionals or volunteers, or a new program that the organization is ill-suited to deliver.

Fundraisers, especially major gift officers, are a different breed. As the iconic Jerold Panas put it, “by nature, good fundraisers are outsized optimists.” We believe that more is possible. We recognize the need to move swiftly when opportunities strike. We genuinely behave like social entrepreneurs. Those above us on the organizational chart seldom share the same temperament.

Based on the experience of leading more than 250 live or virtual learning communities with representatives of non-profits of all different sizes, missions and parts of the country, here are 10 lessons on Managing Up. Keep in mind when we refer to “bosses,” that’s anyone who has the power to decide what you can and can’t do.

1. Your bosses might not always be right, but they are always the bosses

That makes them precisely like customers and donors. You must be responsive to their wishes as long as they are within ethical boundaries. You can never go wrong by making your boss look good. Credit them whenever possible for visioning compelling funding priorities and cases for support, advancing pivotal relationships, and especially closing deals.

2. View this through the lens that you know much more about your specialized field

While your boss has an enormously larger sphere of responsibilities. That gives you the opportunity to see issues much closer up, and benefit from greater first-hand experience working with donors and prospects. Mature and effective leaders will take advantage of that edge in fundraising. Those who don’t are the ones who present special challenges and require more thought and strategy.

3. You are bonded by passion for the mission

Like every professional and volunteer member of the team, you are motivated by the distinctive way your organization touches, improves and saves more lives, especially helping those who are struggling.

4. Understand what those above you are prioritizing him or her to accomplish

Everyone faces pressures and frustrations. Find out how you can most effectively help them and make their lives better.

5. It’s always easier to work with a boss who admits that you know more than they do about fundraising

Understand their depth of knowledge and experience in fundraising and advancement. Where there are significant gaps, tactfully help empower them to know what you know and they don’t.

6. Ask for advice, especially on matters where the consequences aren’t that high

This same tactic works well with donors and prospects. People like sharing their opinions and being listened to. This will bring you closer together.

7. Come heavily armed with data and research when meeting to establish goals and objectives

CEOs often come from finance backgrounds. Spread sheets and impact on the bottom line are typically a familiar language. Become fluid in it.

8. Understand your boss’ preference for digesting information and feed him or her a steady diet that way

Some like to receive written reports, others prefer oral briefings, and everyone has a favorite time and day of the week. Fit into their work week rhythms. A constant challenge will always be getting quality time on their schedules, especially for crucial one-on-ones.

9. Whenever possible participate in professional development programs along with other CEO/CDO duos

CEOs are greatly influenced by high performing peers. They naturally appreciate their success environments and will be tempted to emulate them.

10. Money is a universal elixir

You share the desire for that common outcome. More money means more mission, greater capacity to provide programs and services, beef up staffing, and to fulfill the mission. As much as anything, that will genuinely connect leaders and their resource development team members, especially those concentrating on the make-or-break major gifts.

Can ill-informed CEOs, Board Chairs and other leaders drive us crazy? Absolutely. Like everything else in this world, we don’t have total control. Remember, you’re not alone.

Networking with colleagues in other non-profits experiencing similar frustrations, and sharing experiences can be both therapeutic and enriching. Fundraisers are true believers and we will find a path forward.

Yes, it is possible. When done well, managing up isn’t manipulative or self-serving. It’s a proactive way to foster alignment, reduce friction, and encourage a more collaborative relationship with leadership regardless of where you sit in the org chart. Fundraisers are true believers and we will find a path forward.

Jim Eskin’s 10 Ways to Get Leadership Aligned Around Major Gifts was first posted at NANOE

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