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“Simone” Says……

“There is a body of knowledge in fund development.  Your job is to know it and share it.  When bosses and boards don’t understand this, it could be a crisis.”    Simone Joyaux

Perhaps this was the quote of the year.  Consider this:

Birmingham-Southern College recently hired its 4th Vice President of Development in a year.  In West Michigan alone, there are at least a dozen significant development positions listed, many of which are going unfilled, while more are being added each week. Professionals who are seeking employment are reporting more rigorous, wide-ranging and often inappropriate questions and requests during the interview process than ever before.

• “How many donor prospects can you bring with you?”
• “Well, we’re not sure we’ll have a budget for this position; we’re still trying to figure that out.”
• “Can you present a five-year plan in a powerpoint presentation at your next interview?”
• “Our CEO isn’t interested in fundraising, but feels it will be easy to do.”
• “We’d like a mini-feasibility study presented from each of the candidates.”

In addition, many search committees are often comprised of well-intended people, but often they do not understand the profession, which ultimately renders them ineffective in evaluating candidates.  I spoke to one woman recently who indicated she would not even look at a position unless a search firm was involved.

What’s going on?

One can only conclude that we have entered into a period of employment search that often has the wrong people on both sides of the table.  How long will it last?  Is this here to stay?  Hard to say.

For purposes of this blog, I’ll simply offer some advice and specific questions for those of you who are seeking new positions.  And always remember, these processes go both ways!  Sure, be ready to share your experience, credentials and desire for the position.  That’s all good.  But, do your homework. Read their 990.  Review their Board of Directors list.  Google search their most recent headlines.  Repeat the same questions to multiple interviewers.  Test for consistency.  In other words, “audit” the organization in your interviews.

Here’s a list of helpful questions that have proven worthy over the years.  Be sure to send me others that should be added.  And, for those of you old enough to remember the hit TV series Hill Street Blues, heed the advice of Sergeant Phil – “Let’s be careful out there!”

Here we go:

• Is this a new position?  If so, why is it being created now?  If not, why is it vacant?
• What are the top 3 qualities you are seeking in a candidate?
• Tell me about your governance structure and your Board’s involvement in fundraising.
• If the position is offered to me, why should I accept it?
• Talk about your organization’s fundraising success, and where you would like to see it go?
• How does fundraising fit into your current or new strategic plan?
• Talk with me about your expectations for this position, how you came to them and why you feel they are realistic.
• What resources will I have at my disposal to achieve the fundraising goals?
• What are the top priorities for this position in the next 6 to 12 months?
• What are the next steps in this process?

As always, chime in with your reactions and experiences. Deb@philanthopiapartners.com