By Todd J. Sukol
Perspectives on Philanthropy, August 3, 2017. Sponsored by CCS Fundraising and held at NPR headquarters in Washington, DC (from left): Donald Dunn (Georgetown Lombardi Cancer Center), Stephanie Witte (NPR), Tara Dwyer-Arras (Catholic Charities of Washington), Jason Lee (AFP)
Several organizations I am in close touch with are currently searching for senior development professionals. One executive director with whom I’m especially close was bemoaning how hard it is to find good fundraising staff. “It’s simple,” I leaned across my desk and said, almost annoyed. “You just need someone who can build on your successes, bring in new major donors and turn your hodgepodge of activities into an integrated program!” We both burst out laughing. Of course develpoment IS that simple, but what’s simple in words can be impossible in deed. It is not easy to find a single professional who appreciates the need for – let alone has the characteristics to accomplish – those three very different assignments. We talked about this a little further:
The project manager: Building on successes requires a disciplined worker, someone who is organized, thorough and systematic. This is the person that will pull old lists, order them by value and assign contact people for each name and check-in to make sure the work is getting done. She will also plod through dozens of phone calls per day, keeping close track of results.
The evangelist: Breaking open new major gift relationships requires a hunter gatherer, someone who is a master relationship builder who loves the thrill of the chase AND loves people AND loves your mission. Whew! If you’ve got one with all those attributes who can also close a gift, hold on to them no matter how much unmanageability their sloppiness and high energy level causes. This person will drive your accounting department nuts but everyone in the field will love them. They will make your professional life hectic, exciting and funded (at least this year).
The chief development officer: Building an integrated program requires a wise professional who can strategically assemble the component parts of a well-balanced system so that you can continually acquire new donors through multiple channels and grow existing donors up a pipeline with increasingly customized communications as their annual giving level grows. This is the kind of person who will be thinking about the 20 or 30 year value of donor relationships. This is ideal, assuming you’ve got this year’s bottom line covered.
If you could only hire one of these, which would it be?
The conversation was still on my mind yesterday morning when I attended a panel discussion hosted by consulting firm CCS Fundraising and hosted by National Public Radio at their beautiful Washington, DC headquarters. The program featured a top line report on this year’s Giving USA report on philanthropy in America, presented by CCS’s Luke Driscoll and followed by an insightful discussion. Moderated by Linda Cameron (also of CCS), the panel included Donald Dunn, Senior Director of Development at Georgetown Lombardi Cancer Center; Tara Dwyer-Arras, Chief Development Officer at Catholic Charities of Washington; Jason Lee, Interim CEO at Association of Fundraising Professionals (AFP); and Stephanie Witte, Chief Development officer at NPR. I attended the session because I had the privilege of learning from people associated with Giving USA’s annual report when I was in graduate school at the Indiana University Lilly Family School of Philanthropy, and I have so much respect for the work they do. It was especially stimulating to hear how senior colleagues in the trenches process and integrate this valuable annual publication (which you can purchase online). Thank you to all who made the event possible.
During the presentation I got to thinking about my colleague’s hiring dilemma. It occurred to me that fundraising is such a different animal in different contexts. When considering who you want to hire in that top development slot, lots of factors come into play. Do you have a full development staff with well-differentiated roles? How big is your organization? How much a part of your annual revenue comes from fundraising as opposed to fee for service income, operating grants/contracts or endowment income? How well does your current team do at balancing short term needs for revenue with long term investments in lifetime donor value? What is the team like that the person will work within or supervise? These are all important questions to think about when crafting a development position for your organization.
The sooner organizational leaders do what Mr. Lee of AFP emphasized, and recognize fundraising as the multifaceted, complex field it is, the better prepared we will be to hire the right professionals for our unique circumstances. Moreover, if we can parse out the three personality types listed above and find ways to balance and integrate them among our team members, we just may find that elusive three-part harmony of fundraising after all.
By Todd J. Sukol
Like many in the nonprofit sector, I have spent much of my career in small staff environments. The nimbleness, entrepreneurial spirit and experimentalism this enables can be exhilarating and productive. It can be stressful too, particularly when resources are limited. This can lead to something of a hero mentality, where talented and passionate zealots take on too much work. To make matters worse, when leaders (especially founders) do share responsibility, they have a tendency to choose “clones,” people they feel will handle things the way they would. It takes most of us awhile to internalize and operationalize what we already know intellectually – that a well-run organization requires diversity of skills.
But diversity of skills is not good enough. Once we become proficient at creating and managing teams with balanced skills, there is a more complicated kind of diversity we must master, diversity of personality. Teams are made up of human beings, and balancing diverse attitudes and attributes among team members can go a long way to developing teams that innovate, problem solve and make healthy decisions. Attempting to build organizations by replicating, rather than complementing, leaders’ strengths dampens progress, limits capacity and diminishes potential outcomes. Teamwork, it seems, doesn’t come naturally in our nonprofit sector.
One of the shining stars I’ve come across in building creative, diverse teams is Rabbi Ari Segal, Head of School at Shalhevet High School in Los Angeles. A master of recruitment and staff empowerment, Segal’s outcomes speak volumes for his approach. I asked him how he balances the wildly diverse group of staff members he has enticed into joining his powerful team. Segal pointed me to several resources. One was a book by Adam Grant entitled The Originals. I recently read the book at the urging of one of our foundation’s trustees, and I highly recommend it as well. Another source for him was something called The Q factor, a set of diversity rules developed by Brian Uzzi, a sociologist at Northwestern University. The essential message is that team members collaborate best when people know each other as human beings, but not so intimately that they begin to think alike. The trick to balancing this seems to be to give people autonomy, but also provide enough structure so that there is shared language and goals.
Rabbi Ari Segal, Shalhevet High School
“In fostering innovation and originality,” Rabbi Segal told me, “I am a big proponent of avoiding groupthink. The way to do that is by making sure that there is real diversity of thought on the team – not just people playing devil’s advocate.” He described a team member with whom he often finds himself disagreeing this way: “On a range of issues, we have ended up on different sides of the proverbial aisle, and heated debates have ensued. And not despite this, but because of this, [I view him as an] invaluable asset of our Shalhevet faculty.”
This balancing act can be a struggle, but it a challenge well worth undertaking.
Short of bringing in a group dynamics consultant (which may not be a bad idea) here are some approaches to personality balance in the workplace you may find useful. Be cautioned though, that they are often misued to put people into rigid categories. I find that tendency overly simplistic, dehumanizing and counterproductive at best. For a thoughtful and sensitive leader, however, knowledge of these categorization schemes can help you develop your own framework for thinking about your team and how to bring out the best in it:
Probably the best known resource in this arena is the Myers Briggs Type Indicator test, which identifies 16 personality types. Though it has fallen off the “flavor of the month” list of late, it is still worth playing with.
Another approach is outlined in this very basic piece, which defines personality as “the sum total of the physical, mental, emotional, and social characteristics of an individual,” and describes five basic personality types. A third approach is outlined in Tom Rath’s Strengths Finder 2.0 protocols, a version of which I recently underwent in the context of a new project we are working on at the Mayberg Foundation.
And to end with my own personal beginning on this journey, I suggest you set aside time to take the VIA Survey of Strengths, an outgrowth of Dr. Martin Seligman’s Positive Psychology. Reading his book Authentic Happiness was an important step for me as well.
Dive into some of the resources listed above and be loose in your thinking. You will soon develop your own style for uncovering what makes each of your team members thrive as individuals and how to facilitate and orchestrate a workplace that gives them the opportunity to thrive as a team as well. Ultimately, this is probably the single most important thing you can do to advance your organization’s vision, mission and values.
By Todd J. Sukol
Though lists of the latest and greatest apps are a dime a dozen, I thought I’d add to the conversation on behalf of nonprofit execs, like me, who often have more passion and responsibility than time and attention span. Here are four apps that have helped me reduce stress and increase productivity over the past few years. Give them a try:
Nozbe is a simple task management tool that enables you to dump everything anyone in your organization needs to do in one central place. In our case we use it to organize tasks by goals and projects. Team leaders can access the information by goal (who’s doing what to advance this goal?), team member (what should Joe be prioritizing?), date (what’s due in the next three days?), etc. By connecting granular activities to big picture objectives we are better able to focus on what matters most. As a side effect, I find that having all the details trapped somewhere reliable helps me be a bit more present in the interpersonal interactions of the day, knowing there is a safety net to catch things that could fall through the cracks. Because I can access it on all my devices I immediately capture to-do’s as they come up, obviating the need for the silly notes, emails and voicemails I once used to leave for myself (I know!). You can get your feet wet with the free version and switch to the paid version as you want to add team members to the system. Integrates well with Google Calendar, Gmail and Evernote. Great for managing personal projects too.
Nozbe Task Management App
Evernote has become a ubiquitous note taking app of late. I rarely bring paper into meetings anymore, taking all of my notes in Evernote and saving them to “notebooks” that loosely follow the same organizational scheme I use for all my work and personal responsibilities. This provides easy access when I’m trying to find something later. You can add drawings, photos, audio, etc., which makes it a great tool for capturing impressions on site visits, etc. The best feature is that everything is searchable, so you can find those notes from a meeting three years ago even though all you can remember is that someone used the word “ubiquitous” too many times. It’s easy to share notes, access notes on multiple devices, and clip things from the web, etc. The paid version allows you to grant other staff members selective access to certain groups of notes, a handy productivity feature.
Focus Keeper Pomodoro App[/caption]Focus Keeper is one of a string of apps based on “the Pomodoro Technique,” a time management system developed in the late 1980s and named after the Italian word for tomato. The inventor, Francesco Cirillo, discovered that by setting a kitchen timer (his was shaped like a tomato) for short bursts of concentrated work separated by enforced breaks he could dramatically increase his productivity. This technique is deceptively simple and – most importantly – it works! Here’s the deal: You work in concentrated periods, typically 15 to 30 minutes (I do 25 minutes), followed by a 5-minute break. After several rounds of this (typically four) you take a longer break (I do 20 minutes). So it’s 25 minutes on, 5 minutes off (x3) and then 25 minutes on, 20 minutes off. Repeat. Once you turn on the timer it tells you when to start and stop work. I find I have to force myself to take the breaks (I cheat a little) and get up and stretch briefly. It is AMAZING how much of a productivity boost I get from this simple structure. If you are sure this won’t work for you because it would be too many interruptions, just try this. I do not work this way all the time, but when I have a particularly difficult project, I whip out my phone or iPad and open up the Pomodoro app. I make little games out of the process for myself by setting little goals for how much I can do by the end of each Pomodoro. There are a bunch of different versions of this app – look up Pomodoro and try one. You won’t be sorry.
Focus Keeper Pomodoro App
Stitcher: I spend a fair amount of time on the road. Whether travelling in my car or on a trains or planes, my podcasts help me keep on top of trends in the nonprofit field, hear thoughtful social and cultural commentary, listen to book reviews, news, comedy, etc. Stitcher is by far my favorite way to listen to podcasts and live radio from around the country. It even helps me fall asleep in lonely hotel rooms.
By Todd J. Sukol
Stitcher Podcast and Radio App
I often get asked where I stand on Jewish pluralism. In both my work and personal life, people sometimes perceive what they believe to be a disconnect between my deep commitment to Jewish tradition and my equally rigorous commitment to inclusivity and diversity of practice and belief.
I’d like to see if I can set the record straight.
I’ve seen the words “pluralism” and “pluralistic” used to describe at least three very different approaches to Judaism and Jewish practice. One of those works beautifully for me. The other two do not.
The first pluralism posits that diversity in Judaism is one of our greatest strengths. Minority opinions on legal matters, for example, are documented throughout the ancient discussions of the Talmud. In fact, they are given a place of honor even when rejected. The sharp eyed student of the Rishonim (medieval scholars and philosophers through whom ancient Judaism passed on its way to contemporary hearts and minds) can discern radically divergent theologies in their writings. Even the Shemonah Esrei (or Amidah), the central prayer of Jewish liturgy for 2,000 years, hints in its opening section that communal belief in one G-d coexists with individuals relating to G-d in radically different ways.
I like to call this notion “Big-P Pluralism,” the idea that Judaism is and always was system of diverse ideas, beliefs and practices that interact with each other within a communal, living framework. It gives us a way to engage with authentic Jewish ideas in ways that work for us as individuals, while simultaneously supporting each other and learning from each other’s vastly diverse, and equally rich, personal journeys. It is also, I think, consistent with the value of “inclusivity” that I have come to embrace in my work at the Mayberg Foundation. As an excerpt from the Foundation’s statement of core values affirms, “We believe in building a vibrant and meaningful Judaism for all Jews—regardless of how one identifies or practices—that provides both inspiration and wisdom.” This is a Pluralism I can embrace. At its base is tolerance and coexistence. When nurtured, it can grow into something much more profound: loving, supportive, value-based community. I am, in that sense, an unabashed “Big-P Pluralist.”
Unfortunately, a second pluralism is much more common than the first. This “little-p pluralism” is rooted in convenience and presumed efficacy rather than principle. Out of step with contemporary Jews, many Jewish organizations “slap a J” in front of a myriad of programs in efforts to “Judaify” activities they think will bring people through their doors. This effort to “give the people what they want” in a Jewish context is not necessarily a bad thing, but it smacks of desperation and lack of substance. By all means, let’s do fun and trendy things. But let’s simultaneously find ways to expose people to the vast reservoir of Jewish wisdom and give them tools to extract relevant and useful elements for meaningful contemporary life. Too many organizations look to kitsch in order to combat declining membership and financial viability. Substance would serve them better.
Finally, a third pluralism has emerged, one that I call “Alt-P Pluralism.” All too often “pluralistic” has become a code word for “anti-orthodox.” I have seen Jews denigrate fellow Jews for traditional beliefs and practices they don’t share. “Freedom of religion for all but the Orthodox Jew,” as I heard one person put it. I once watched in disbelief as a member of my own family was accused of being aggressive, simply for quietly living according to her own principles. I have personally been taunted at Jewish events for the food I choose to eat and not eat. When liberalism morphs into an orthodoxy all its own, I call that fundamentalism, not progressivism. Alt-P Pluralism promotes prejudice and division not unity and diversity.
Big-P Pluralism, on the other hand, gives each of us room to engage with Judaism on our own terms while drawing strength from — and giving strength to — our collective Jewish wisdom and community. For my part, I have wrestled for decades to integrate rigorous principles, discipline and religious structure, on the one hand, with openness, spontaneity and sheer joy, on the other. To be sure, I have seen the strictures of religion crowd out substance at times. And I have also seen remarkable talent and powerful spiritual urges squandered because they lacked a structure through which they could be expressed and actualized. I believe I am a better person for having engaged in that journey of balancing and synergizing these apparent polar opposites. That has been my personal journey so far, and people with radically different views from my own have played a major role along the way.
We all have the right, and maybe even the responsibility to pursue our own individual journeys. Big-P Pluralism gives us a way to embark on those journeys for ourselves, but not by ourselves.