How to Develop and Retain High-Performing Fundraisers

Bentz Whaley Flessner

© Copyright 2014 Bentz Whaley Flessner

Training, Growing and Retaining High-Performing

FundraisersM a r k W . J o n e s

B e n t z W h a l e y F l e s s n e r

J a m e s G . M o n t a g u eM a s s a c h u s e t t s I n s t i t u t e o f Te c h n o l o g y


Copyright © 2014 Bentz Whaley Flessner

Outline1. I s t h e re a t a l e n t m a n a g e m e n t

“ c r i s i s ” a n d i f s o , w h y ?2. H i g h - p e r f o rm i n g f u n d r a i s e r s :

W h o t h e y a re , h o w t h e y b e h a v e , a n d w h a t m o t i v a t e s t h e m . (BWF findings)

3. I d e n t i f y s t r a t e g i e s a n d t a c t i c s f o r i m p ro v i n g t h e p e r f o rm a n c e o f a l l f u n d r a i s e r s .

4. D i s c u s s a n d s h a re .



A Talent “Crisis”I s there a c r i s i s? YES (FOR THE INDUSTRY)

Demand exceeds supp ly Turnover i s h igh Per fo rmance i s

underwhe lming



23,00052659%

A Talent “Crisis”: Demand

27%



A Talent “Crisis”: DemandReasons fo r HIGH DEMAND Growing re l i ance on p r iva te

funds I nc reases in deve lopment

s taffing Pauc i ty o f qua l ified ,

exper ienced f ront l ine fundra i sers

Excess ive tu rnover



84%>33%

A Talent “Crisis”: Demand

<10%



A Talent “Crisis”: DemandTHE SIREN CALL OF SEARCH FIRMS



2.418

<5

A Talent “Crisis”: Turnover

6 to 12



A Talent “Crisis”: TurnoverCauses o f TURNOVER? I t ’ s not about compensat ion >80% o f MGOs a re sa t i sfied ,

and <10% are ac t ive ly look ing

I t ’ s about expec ta t ions , suppor t , g rowth and leadersh ip



A Talent “Crisis”: TurnoverMGO COMPENSATION SATISFACTION



A Talent “Crisis”: TurnoverMGO “SATISFACTORS & DISSATISFACTORS”



A Talent “Crisis”: TurnoverMGO “DISSATISFACTORS”

50.0%

71.9%

45.3%

57.8%

7.8%

32.8%

12.5%

54.7%

1.6%

0% 20% 40% 60% 80% 100%

Poor leadership andvision of institutionPoor development

leadershipPoor direct team

management

Unrealistic expectations

Location and community

InadequateCompensation

Low job flexibility andbenefits

Office culture

Mission and values ofinstitution



A Talent “Crisis”: TurnoverSHOULD I STAY OR SHOULD I GO?



A Talent “Crisis”: TurnoverG o o d f u n d r a i s e r s l e a v e w h e n :

H i g h p o t e n t i a l i n d i v i d u a l s l e a v e w h e n :

Po o r f u n d r a i s e r s l e a v e w h e n :

There is frustration with leadership/management. They are given little support with new responsibilities. Limited growth and development opportunities.

Their potential hasn’t been realized. They don’t have the right tools/development

opportunities to get better. They think there is “greener grass” elsewhere.

There are mixed messages about expectations. They are forced to/pushed out. There is team friction/toxicity.



4A Talent “Crisis”: Performance



1.72% 1.90% 2.82%

9.70%

0%

2%

4%

6%

8%

10%

12%

0–2 Years 2–3 Years 3–4 Years >4 Years

5-Ye

ar Y

ield

Years of Experience

A Talent “Crisis”: Performance



A Talent “Crisis”: Performance

Low Performers Mid Performers High Performers



Attributes of High Performers Bet te r resu l t s . A cons i s tent se t o f t ra i t s :

• Behaviors• Strategy• Motivation

Cla r i ty about expecta t ions . St rong corre la t ion between

tenure and per fo rmance .



Attributes of High PerformersTra i t s o f STAR PERFORMERS

B e h a v i o r s Go on 20%–30% more calls.

Visit top prospects more often.

Engage with a greater % of

their portfolios. Get to an ask 6 months earlier than others.




S t r a t e g y Create and follow a

donor work plan. Collaborate and involve others. Ask more often. Ask for more.




M o t i v a t i o n s Mission. Access to

leadership. More ownership. Professional and

career development.



Attributes of High PerformersClarity aboutWHERE TIME IS SPENT



Attributes of High PerformersMajor Gift Activity vs.OTHER STUFF

0% 20% 40% 60% 80% 100%

Annual Fund

Administrative Tasks

Team or Program Management

Events

Volunteer Management

Support to my Unit/ Dean/ Program

Research/Prospect Management

Other (please specify)

<2 years 2–5 years 6–10 years 10+ years



Attributes of High PerformersA high degree ofUNCERTAINTY



What Needs to Change?1. C learer v i s ion and more

cohes ive s t ra tegy.2. Bet te r measurement and

expecta t ions tha t match w i th ava i lab le resources .

3. Adequate and effect ive t ra in ing deve lopment a t a l l l eve ls .



Do I have the

right people

?

Are my people in the right

positions?

Talent Management

Success

Have I set my people up for

success?

Defining the Issues



Setting Up Staff for SuccessA request for MORE SUPPORT



Learning Better FundraisingT h e re i s a n “ a r t a n d s c i e n c e ” o f f u n d r a i s i n g .

KNOWLEDGE: building understanding and

comprehension of elementsSKILLS and TOOLS:

institutional support, coaching, teaching, and guided practice

EXPERIENCE: confidence-building, trial and error, finding

your own way



KnowledgeMAJOR GIFT COMPETENCIES



Skills and Experience



How Learning is FosteredESTABLISHING (AND EXECUTING) A PLAN Create a p ro fess iona l

deve lopment and coach ing p lan .

I nves t suppor t and resources .

Al low fo r flex ib i l i t y. I n tegra te w i th outcomes .



Desired Outcomes of Learning

Gift sizes and consistency

Job satisfaction and retention

Professional focus and independence

Teamwork and relationshipsSkills and tools for both major gift work and leadership



The Benefits of CoachingBUILDING YOUR OWN STARS Coaching is the

equivalent of rehearsals and recitals leading up to the concert.



The Benefits of Coaching:C o a c h i n g i n v o l v e sIDENT IFY ING AND PLANNING TO :

Build strengths. Address weaknesses. Set personal goals. Explore career

aspirations. Advance institutional

objectives.



Many Needs for InvestmentFo c u s e d l e a rn i n g c a n b u i l d s t a r p o w e r b y h e l p i n g i n d i v i d u a l s b e c o m e b e t t e r :

FUNDRAISERS

MANAGERS/SUPERVISORS LEADERS/VISIONARY


Summary



Summary: How to Attract and Retain High-Performing Gift Officers1. Integrate mission alignment into your

hiring criteria.2. Provide orientation and ongoing training

around mission—it matters.3. Invest in training and development for

senior leaders and managers.4. Consider a purposeful promotional track

connected to performance.



Summary: How to Attract and Retain High-Performing Gift Officers (continued)5. Work with top performers to have

stronger measurable goals in performance reviews.

6. Review your key performance indicators in light of the differentiation between high and low performance.

7. Provide opportunities for public recognition of top performers.


Questions/Discussion



BWF’s TalentED Practice Deep bench of seasoned professionals.

Sustainable and customized models: Seminars and webinars. Workshops and “classroom” experiences. Coaching. Onboarding. Counsel on talent management programs.

Integration with BWF talent analytics.



Learn More Contact us:

o Mark W. Jones: [email protected] Chelsey Megli: [email protected]

Follow our blog: “Targeting Fundraising Talent”o www.targetingfundraisingtalent/wordpress.

com.

Attend our next TalentED Workshop:o “Engaging Volunteers in Major Gift

Fundraising,” February 10-12, 2015 in Washington, DC

mailto:[email protected]

mailto:[email protected]

http://www.targetingfundraisingtalent/wordpress.com

http://www.targetingfundraisingtalent/wordpress.com

How to Develop and Retain High-Performing Fundraisers

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