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Can Capital & Annual Campaigns Play Nice Together?

Wednesday, February 1st, 2012

Many Annual Giving professionals dread the words Capital Campaign more than any other two that get uttered around the office. They’re considered more obscene than stretch goal, performance review or even database conversion!

Why do so many feel this way?  Because all too often, when a capital campaign is engaged, the Annual Giving staff is ignored at best and sacrificed at worst.  As the board and CEO pursues this bigger, better money, the nitty-gritty plans to obtain it are rarely shared with the everyday staff.  When all is said and done, however, much of the heavy lifting, clean up  –  and accountability  –  is left to whom?  You guessed it:  the Annual Giving staff.

It’s not that any development staff member in their right mind wouldn’t want a few hundred thousand – or million – extra dollars in the coffers, not to mention the added engagement of dozens of willing constituents, but at what cost?  Often, capital campaigns aren’t very well planned from the beginning . . . or thought out to completion.

Ike* recalls one campaign his small nonprofit began, where his Executive Director decided to hire a consultant from a big shot firm to lead their campaign.  The consultant was a well known person with a fine reputation, but also from a small shop, and he expected their organization to “type this up,” and make all of his follow up phone calls, etc.  He also informed them that, “I don’t really do email.  Leave me a message, and I’ll get back to you.”

Ike’s small staff was not in a position to take on the added burden of being this consultant’s personal assistant as well.  They had expected him to assist them, not the other way around.  Big reputation or not, Ike’s nonprofit had to let the well-known consultant go and hire a larger firm that could give them a staff member temporarily in the office during most of the capital campaign, to provide backup assistance, rather than expect them to work double and triple time.  This mistake in hiring delayed the capital campaign launch by almost a year for their organization.

Jean* was in charge of the Annual Giving campaign at her organization when it started working on a capital campaign.  She wasn’t pleased to be left out of the meetings, but believed that her Director of Development would keep her apprised of all aspects relevant to her campaign.

She was shocked when she learned that the board and Executive Director had decided that when the capital campaign was to launch the following year, they would be folding all aspects of the annual campaign funds into the capital campaign, which would last for three years.

Jean tried to explain, in vain, that not only did very few of the major gift donors (and therefore capital campaign donors) overlap with their annual campaign donors – as defined at their organization – but that if they essentially looted the annual campaign for three years, there would be nothing left of it at the end of the capital campaign.  Everything she had built would be gone, and she’d basically have to start over.

“The response I got from my argument,” Jean said, “Was, ‘Well, this is the way it’s going to be.’  So, the next day, I updated my resume, and I was gone before the capital campaign began!”

Kyle* recounts that his organization took care to continue feeding and nurturing the annual fund in a thoughtful and active way.  The capital campaign deliberately designated a small percentage of each individual’s capital pledge for the annual campaign, most of which were over a three year period.

“I’ll be honest,” Kyle said, “These were difficult to keep track of every year.  The donors didn’t always remember that they’d ‘already given,’ but we had to, so as not to ask them for an annual gift ‘again.’  We also had to make certain to acknowledge the gifts, and keep in touch with them in other ways.  Otherwise, when we resolicited them in the fourth year, it would appear as being from out of nowhere.”

Lamont’s* nonprofit had tried to save on expenses a few years before, and switched to a cheaper database system.  He was already feeling various pains from the conversion, and upon hearing the organization’s plans for the upcoming capital campaign, he saw a disaster approaching.

Lamont was in charge of sending out acknowledgments and pledge reminders.  Just in the past year, his nonprofit had offered recurring monthly donations with their online giving forms, and the new database system was constantly having problems getting this correct.  Lamont was spending nearly a week every month, manually fixing the few dozen recurring donors in the system.

Upon hearing plans for the capital campaign – which would allow monthly, quarterly and annual recurring pledges – and projections for hundreds more pledges coming into the system, Lamont inquired as to whether the organization planned on investing in better software prior to launching the campaign.

The executive director’s response was no, but told him that depending upon the success of the campaign, they might be able to afford better software afterward.

Lamont, like Jean, decided to start looking for another job with this news.  He felt that executing all of the pledge statements with such limited software would be impossible, and if he didn’t leave now, it would only be a matter of time before he was blamed for the problems that were sure to come.

For many in annual giving, hearing the words, “We’re going to be starting a Capital Campaign” is enough to send a chill up the spine . . . or a resume out the door.  Has it been a good or bad experience for you?  Does it affect how and where you interview?

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Keep the base of the pyramid strong

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What Does Labor Day Mean To You?

Wednesday, September 7th, 2011

For so many workers, the meaning of Labor Day has changed drastically.  What used to be regarded merely as a long weekend and a changing of the seasons is now a stinging reminder of being unemployed or underemployed.

Similar to the anniversary of the death of a loved one, Labor Day creeps up and reminds many people of what they once had . . . and slaps them in the face with the reality of what they are now faced with instead: little or no reward, appreciation or prospects, not to mention a reminder of how much time has passed since the job search began.  It can all be a bit overwhelming to have Labor Day stare you down like that.

There never were guarantees in the job market, but the odds have gotten much more difficult in this economy.  Having a list of various steps that you can take to help tilt the odds back in your direction can be useful.  Not only might this increase your chances, but it can also begin to allow you to consider the employer’s point of view more often.  As you are more mindful of a hiring manager’s needs and perspective, this will make you a better candidate overall.

There are many phases in the hiring process beyond the face to face interview, which is certainly important and worthy of preparing questions, responses, wardrobe, demeanor, etc.  However, aspects prior to sitting down with a hiring manager may or may not lead to getting that interview, and your actions after the interview can determine if you’re called back or selected for the position.

With so many candidates being qualified – and over-qualified – directors have the luxury to be as picky as possible these days.  Which areas might you improve upon, either to impress or make life easier for a potential new supervisor?

Phone/Voicemail

Typically, if a hiring manager likes what they see, the first means of contacting you for more information will be by phone.  It’s important, therefore, to consider carefully which phone number(s) you have provided.  Unless you were asked for more than one phone number, provide only one and remain consistent.

•     Is this a phone number you have control over, or do you share the line with others?  Will you get your messages in a timely manner?
•     What impression will the potential employer get when the phone is answered?  How is the phone answered?  Will the hiring manager feel you are professional (“Hello.  This is Dawn.”), or immature (“Yo! ‘Sup, dude?”)?  Will there be unfavorable background noise, or unprofessional voicemail?  Do you identify yourself on your voicemail, or is it a generic, “Hi – this is 555-1234.  Leave a message.”
•     How soon after a call do you get/retrieve your messages?
•     How easy is it for you to return – or receive – a call during working hours in a private, uninterrupted setting?  (Most first interviews are now via phone.)
•     Do you make a point to add your phone number under your signature in every email correspondence?  Although it may already be listed on previous documents, why not make it easy for someone to find your phone number, instead of looking it up elsewhere?

Email

Many people don’t give a single thought as to how they are representing themselves with their email address, either, but this can affect the job search also.

•     Most people have more than one email address these days.  Consider using – or creating – one specifically for job hunting and networking purposes only.  Receiving all correspondence at one email address can make it easy to have your inbox cluttered and lose or overlook an important incoming message.
•     Try to make your email address as business-like and close to your name as possible.  If your name is “John Smith,” then JohnSmith@aol.com is no doubt taken, but if you can try a different service provider and/or adding your middle initial, certification, etc., so that your email doesn’t end up adding several digits to your last name, it’s much better.  You wouldn’t want a typo of inverted numbers to leave you without a message that was intended to ask you to return for a second interview.
•     Consider investing in a smartphone or other handheld device that allows you to access your emails without having to use a company computer.  Most businesses monitor employees’ online activities these days, and while “personal emails” may have a broad interpretation, using company property to search for and respond to other job listings and offers could get you in real trouble.
•     Many colleges offer free email to their alumni upon graduating, but it’s not a good idea to use this account as your job search email.  Unless you are in the academic field, hiring managers will view you – fair or not – as very young and very green, just out of college, with no “real world” experience, and still trying to vicariously relive your college days.

Online Presence

Having social networking skills is often a selling point when interviewing these days.  It’s often becoming a necessary part of the job, just as computer skills were a couple of decades ago.  However, it’s essential that you be aware that how you behave online reflects back on the impression you make to your current and future employers.  There really is no privacy online whatsoever, regardless of any setting(s) provided on the various social networks.

Take care in what you say and how you say it when posting – or emailing – any type of statement, video, photo, etc.  If you wouldn’t be comfortable with the general public viewing it, it’s best left unsaid online.  This doesn’t mean you have to be a recluse, however, but learn that it is a public venue.  There are things you wouldn’t say or do in public, simply because you prefer to present a well-behaved, polite persona.  It’s the same thing.

Some additional pointers:

•     Periodically Google your name and see what the results are.  Are you pleased with them?  What are the most important aspects that Google has to say about you, if anything?  If your name is similar enough to others, add some other distinguishing terms about yourself (or remove the distinguishing terms about the others) to narrow the search to you.  If you don’t care for the results, there are two things you can do to improve your online presence:  Add more positive hits with online activities such as tweeting, blogging, posting comments on other blogs, LinkedIn groups, etc., or remove the hits by contacting those sites that have mentioned and/or tagged you.
•     Be mindful of what you are tweeting, posting, blogging, commenting, etc.  This isn’t just about party photos, but such things as complaints about your job, co-workers, boss, and so forth.  If you come across as whining about job interviews, or being negative, rather than someone who perseveres, your attitude – regardless of the topic discussed – can help a hiring manager decide whether you make the short list or not.  Many bosses are turned off by excessive use of profanity as well.
•     Consider that the better you become at social media, the more you can use these tools to your advantage, too.  While managers are availing themselves of a way to view potential employees while they “have their hair down,” candidates with know-how can do the same thing and learn more about the personality of a possible manager than they ever could before.  Now, after an interview, if you have a gut feeling about that person possibly being condescending or a drill sergeant in disguise, you might be able to confirm that hunch with a little online homework!

Mail

Don’t neglect the importance of writing a handwritten thank you note after your interview.  For a phone interview, an email thank you may be all that’s necessary, but unless a decision is being made within the next day or two (which you determined during your interview), there is time to write and mail a thoughtful, handwritten note, which elaborates upon some point or topic discussed during the interview, as well as thanking the manager(s) for their time.

Not only does this gesture demonstrate that you have courtesy and a timely sense of follow through, but in addition to showing legible handwriting and the ability to craft a letter, all managers appreciate knowing who has the ability to compose sentences properly without the use of spell check and grammar assistant tools from a word processor.

So few candidates send a thank you after an interview, and among those that do, many opt for the shortest route, such as a text, email, or sending some type of form letter to everyone seen.  Make certain you take good enough notes to write each individual a unique message expressing something about the time spent with them – or why bother?

The better fit you can find with the job you ultimately do get, the less likely you are to spend all of your off hours searching for the next job so soon.  The ideal situation is not only to find work that is challenging, but also a supervisor that gives and receives respect.  A living wage is the cherry on the sundae, of course.

Here’s hoping that future Labor Days remind us more of sundaes, s’mores and picnics, rather than unreached goals.

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Good judgment comes from experience, and experience comes from bad judgment.
—  Rita Mae Brown

Similar Posts:

(When) Should I Start Looking Elsewhere?

Does My Manager Believe In Me?

Yvonne* and Zachary* realized that even with preparation, problems arise during interviews

Fix It Or Forget It?

Friday, October 8th, 2010

Is there ever a time when you shouldn’t put your best foot forward during an interview?  With the job market more competitive than ever before, how and when would it be an advantage during your search to underplay your skills?

Wilma* had several years experience as a very successful assistant director in marketing, and often headed up her department – not only in the director’s absence during travel, but also during staff turnover.  She got good reviews, both for her work performance and as a manager of the staff she supervised.

Things had changed in her personal life, however.  While Wilma enjoyed her work – and was clearly talented at it – she had recently been divorced and was now a single mother and the sole caretaker of her children.  Her priorities shifted to wanting to work a basic 9 – 5 job.  She simply wanted a position where she could go home and not think about work, meetings, clients, strategy, etc. until the next day, since there was a full evening waiting for her each night.

Although Wilma had decided to Forget It! with regard to her previous career path, she was having no luck finding anything in the marketing arena that would allow her to put in a day’s work – instead of devoting her heart and soul to her career, as she had in the past.

When Wilma hired me to redesign her resume, it became clear that she was very overqualified for all of the positions she applied for, and we had to “dress down” her resume, as well as coach her on how to interview for the position, so she came across as enthusiastic, but also not a liability, regarding such issues as child care.

This was a fine line for her to walk – not demonstrating too much managerial knowledge, while also not putting up red flags that might make potential employers feels she would be an absentee problem.

Although it took several months, Wilma was able to find a good fit as a marketing assistant in a position that provided benefits but with hours that didn’t require overtime.  Her manager has been very pleased with her talents and how quickly she has learned her job, so if she later decides she wants to move up in the ranks, there will probably be a place for her within the company.

Like many people, Zoe* had been laid off, and as she saw the clock running out on her unemployment, she just needed a job, period.  Her interviewers continued to tell her that they couldn’t afford her salary range (whether or not it was discussed), or that she was overqualified, so when she came to me, we discussed how to Fix It! so that she could find something in her current profession.

Zoe already realized that she was going to have to accept less pay – and possibly a lower title – in this job market and economy.  She didn’t want to throw herself on the fire to begin with, but felt as though she wasn’t even a contender when interviewers repeatedly began with, “You wouldn’t want . . .” or “We can’t afford you . . .”

“Shouldn’t I get a chance to decide that?” she asked me.

Zoe and I carefully crafted each resume and cover letter so as not to exceed the specifications of the positions she was applying for, as well as rehearsed how she would respond to various interview questions.  We also took the added precaution of having her brief her various references on how to answer questions, should they be contacted by the X, Y or Z company, so that all information was consistent, regarding the level(s) of qualifications listed on Zoe.

This all took time, of course, but the deliberate planning paid off, and Zoe got a job offer a few months after her unemployment benefits expired.

“I wish it had been sooner, of course,” Zoe says, “But who knows how long it might have taken without this careful planning?”

Although Zoe’s title and pay is less than what she had before being laid off, she was pleased to have had the opportunity to accept or decline the offer.  Mostly, though, she is glad to be back at work.

Do you have a Fix It or Forget It? story to share?  Send it to me, and it might help others.  Identifying features will be altered prior to publishing.

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Good judgment comes from experience, and experience comes from bad judgment.
—  Rita Mae Brown

(When) should I start looking elsewhere?

Monday, September 6th, 2010

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In honor of Labor Day, I help examine a question that millions of workers ask themselves on a regular basis.

In addition to the time I’ve personally spent on both sides of the interview desk, over the years I’ve heard numerous stories from clients I’ve either counseled for months during their job search, or just chatted with while designing their resumes.  Certainly, many people are currently out of work and looking for whatever employment they can find right now.  It does help to do a targeted search, though.  Making the best use of your time can improve your odds significantly.

For many people, making the decision to start looking for another job is the most difficult step of all in the entire process.

Is it the right time?  Is there anything better, anyway?  At least what I have is a known quantity, right?  How do I face all of that rejection, interview after interview, before I get an offer? What are my strengths and weaknesses?  I don’t even know where I see myself NEXT year, let alone in five years . . .  Maybe I’d better wait and see if it gets better . . .

Here are some guidelines I give to people, as a sort of mental checklist, to see if staying or looking might be a better move at this time.  Each person has to decide for her/himself, of course:
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What priorities do you have with employment?

Location?  Salary?  Title/Authority?  Benefits?  Training?  (Consider your reaction, for example, if your salary increased by 20% but your commute time doubled.  Would that matter?)  Make a specific list of the top five aspects of a job that you seek.  What are you receiving and what are you lacking?
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Don’t wait until you’re miserable at your current place of employment

ALL job searches take months to complete.  Not only will it make the process seem longer, but it might actually be longer!  Presenting a positive outlook is important when interviewing, and you are less likely to do this if depressed.  In addition, you may be more desperate to leave, so that you end up taking something you typically wouldn’t and are no better off.
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Think ahead about your career and act instead of react

Escaping a bad situation is one reason to leave a position, but that is reactive.  What do you want as the next step in your career?  Can you get that where you currently are?  If yes, list the steps you need to take and begin on #1.  If no, then it probably is time to start looking elsewhere.
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Realize that everything you do and don’t do is setting the stage – or blocking your path – for your next position, promotion, assignment, etc.

This has to do with more than your wardrobe, although that is certainly an element.  Are you punctual – and work more than required hours when that’s what it takes to get the job done?  How good are your writing, spelling, grammar and computer skills?  Do you contribute ideas or wait to be asked?

How many people outside your immediate department know who you are and what you do?  If someone (not necessarily your director) were asked for input on an important project, would they respond, “[Your name] would be great for that!”?  How can you make that a reality?  Many jobs are hired through word of mouth and networking instead of from responses to listings; therefore, you need to be known for your expertise through various channels.
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Invest in yourself

It’s best if your employer has a training budget and pays for you to attend various courses and seminars, but if not, attend these on your own.  (This should also be an indicator to you about whether or not you want to stay with this employer: How much can you grow and learn here?  Will they even care or reward you if you do?)

Many online trainings are available, and you can see a variety of free and low cost courses listed on the Bilou Calendar, depending on what you’re looking for.  Membership in professional societies also provides valuable face-to-face networking opportunities.  How many online publications do you read to stay informed about what is current in your field?  Finally, in this competitive job market, having your resume professionally designed and/or a career counselor can help give you an advantage over other job seekers.

Whatever your final conclusion is, most people feel more assured if they run through a checklist similar to the one above and actually do an assessment, instead of constantly wondering, “What if . . . ?”  Only you can decide to Fix It Or Forget It! in the end.

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Good judgment comes from experience, and experience comes from bad judgment.
—  Rita Mae Brown

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