Creating an Exceptional Fundraising Leader Profile

#IOFScotConf2018 Tuesday, October 2nd, 2018

Paula Louise Dixon & Linda O’Donnell

Creating an Exceptional Fundraising Leader Profile • 3 segments:

1. Rationale, background,

research and findings

2. Implications:

Recruitment and

Leadership development

in the Third Sector

3. Masterclass

1) Background, Research, Rationale & Findings

Following this masterclass, you

should:

Understand Project Nexus

Consider how it applies to you?

What is Project Nexus?

• Is a charity leader profile is unique?

• If so, so what?!

• Used Lumina Spark Tool

• UK sample

• Focus on Leaders

• Invitation & Confidentiality assured

• Analysed

Background & Research • Questions around ‘heroic’ CEO (Bligh, 2016)

• US-centric focus

• Rogare: Is fundraising a profession? Does it matter?

• Commission on Donor Experience (CDE) Donor Focused Leader should focus on purpose, people and culture (Woods, 2017)

• ‘Quality’ of Third Sector Leadership will shape life chances and experience of all citizens (Taylor, 2014)

• Occupational Psychology lens

•

Background & Research

• Adapting for-profit to Third Sector? (Taliento & Silverman, 2005)

• Innovative metrics to monitor performance

• Effective with limited resources

• Fostering teamwork (Johnson, 2012)

• Issue with ‘cut and paste approach’

• Distinct skills and behaviours needed resulting from working with multiple stakeholders (Hopkins, 2016)

Rationale

• Leadership skills gaps (Clark, 2007)

• Call to explain what leadership means in Third Sector (Kearns, Livingston,

Scherer & McShane, 2015)

• Masculine models – directness and bottom line focus (Dale, 2017)

• Need to focus on UK

• Transformation Leader (TL) approach is complementary (stakeholders)

Our Findings…

The Lumina Leader Model

Focus is on constant development,

inspiration, strategy and innovation.

Involves attending to the complex

external influences that impact the

current and future directions of the

organisation. It’s thinking for the

long term, seeking out, and

capitalising on new possibilities.

Compatible Traits

• High levels of abstract thinking

• Is stimulated by variety, novelty and new experiences

• Bold and confident in their ideas

• Likes pushing boundaries and challenging status quo

• Instinctively sees possibilities where others see risk

• Comfortable with ambiguity and big picture thinking

Leading with Vision

Focus is on pushing things

forward. It centres on personal

drive, influencing others,

delegating effectively and pushing

the team to excel. Leaders with a

lot of energy in these qualities can

be very focused and convincing,

communicating in a clear and

direct fashion.

Compatible Traits

• Enjoys persuading others

• High energy levels and fast-paced approach to life

• Comfort taking responsibility for group decisions

• Strong minded, confident and assertive

• Not afraid of conflict and making tough decisions

• Competitive and results driven

Leading with Drive

Focus is on commitments and

objectives. Involves attending

to the ‘here and now’. What

needs to be done in the short-

term. Thinking through the

details, processes and

execution of activities to

achieve results.

Compatible Traits

• Naturally attentive to details

• Methodical, organised and persevering

• Respects process and values the tried and tested

• Natural desire to create structure out of

ambiguity

• Places high value on delivery and output

• Proactive and solution focused

• Strong goal-orientation

Leading to Deliver

Focus is on open communication,

interpersonal understanding, coaching

and collaboration. It can be seen in

leaders who utilise their team’s strengths

in a collaborative and effective fashion.

By putting their focus on these qualities

leaders can build rapport and create

strong teams.

Compatible Traits

• Empathetic and natural inclination to see others’

perspectives

• Agreeable and easy to get along with

• Wants to build win-win outcomes

• Naturally collaborative

• Dislikes conflict

• Naturally diplomatic

Leading through

People

The Lumina Leader 16 competencies aligned to Spark model

Win-Win Partnering

Interpersonally Astute

Coaches and Develops

Others

Integrity and Trust

Calm under Pressure

Data Gathering

& Analysis

Planning and Follow-

Through

Holds Self and Others

Accountable

Passion for Learning

Inspires & Energises

Others

Strategic Thinking

Champions Innovation

Strives for Excellence

Provides Clear Direction

Drive and Determination

Purposeful

Argumentation

Top 5 Qualities

Bottom 5 Qualities

Top 5/bottom 5 Rated Nexus Leader Competencies

Top 5 Rated Overextended Nexus Leader Competencies

Addicted to Learning

Strategic Dreaming

Eternal Optimist

Mad Inventor

Hard Taskmaster

Autocrat

Workaholic

Devil’s Advocate

Overly Tactful

People Pleaser

Compulsive Coach

Self-Sacrificing

Appears Disengaged

Analysis Paralysis

Planning Obsessed

Strict Enforcer

Top 5 Overextended Qualities

How do our Nexus Leaders compare?

Lumina Leader Cohort Splash The Nexus Leader

Lumina Splash of a Nexus Leader Top 5 Qualities

Bottom 5

Qualities

Overextended qualities of a Nexus Leader

Top 5

Overextended

Qualities

2) Implications

Following this segment, you should:

Understand implications for

recruitment and leadership

development

Know how to incorporate the

Nexus leader profile into your

recruitment approach

Think about your potential

development goals

Implications for Recruitment

• Simple to incorporate into recruitment process

1) Build into role profile (JD/PS) e.g. • Comfortable with making decisions

• Sees actions through to completion

• Makes decisions based on fact

• Involves others in decision-making processes

• Strives to exceed expectations

• Meets obligations and objectives

• Tough – argues forcefully, comfortable with conflict

• Purposeful – sets ambitious goals and works diligently toward them

• Collaborative – team player with a win-win mindset

• Logical – objective and rigorously applies reason

• Reliable – disciplined and meets commitments

Implications for Recruitment

4) Tasks – group activity to achieve a specific aim e.g. collaboration, role play etc.

5) Build a talent pipeline • move away from ‘all-knowing leader’

• consider mentoring women leaders (Nank, 2011)

• Tough – argues forcefully, comfortable with conflict

• Purposeful – sets ambitious goals and works diligently toward them

• Collaborative – team player with a win-win mindset

• Logical – objective and rigorously applies reason

• Reliable – disciplined and meets commitments

Boyatzis Theory of Self-Directed Learning

Implications for Leadership Development: Psychological Focus

LIMITED MONEY

ROGARE CRITICAL FUNDRAISING REPORT SCOTLAND – BE MORE

PROACTIVE

MENTORS

OWN DEVELOPMENT PLAN

DEVELOPMENT OF TL BEHAVIOURS

ROLE MODEL (CDE)

ALIGNMENT OF VALUES

(DE COOMAN, DE GIETER, PEPERMANS, & JEGERS, 2011)

MINDSET – MOVE TOWARDS A GROWTH MINDSET

FAILURE AS AN OPPORTUNITY TO LEARN

WHERE THE ‘MAGIC’ HAPPENS

SELF JOURNALLING, - MORE INTROSPECTIVE, SELF AWARE,

USE MINDFULNESS TO DEVELOP INCREASED SELF

AWARENESS

PSYCHOLOGICAL FLEXIBILITY

MANAGE OVEREXTENSIONS

Implications for Leadership Development: Activities

USE MANAGEMENT TOOLS:

PROJECT MANAGEMENT

SWAT ANALYSIS

TIME MANAGEMENT

PRIORITISATION

BEING CURIOUS AND PLAYFUL TL LEADERS CONSTANTLY ASK

QUESTIONS :

WHAT DO I WANT? WHAT DO YOU WANT? HOW CAN WE TRY THINGS DIFFERENTLY?

TL DON’T GET ATTACHED TO THE FIRST ANSWER THAT

COMES UP/ TAKE THEMSELVES OR THEIR WORK

TOO SERIOUSLY.

COACHING – FOSTER SELF AWARENESS EITHER

INDEPENDENTLY OR WITH SUPPORT

TRAINING & FACILITATION

FOR SPECIFIC GAPS

BUILDING KNOWLEDGE THROUGH DISCUSSION

(SPRINKLE & URICK, 2016)

SIMULATIONS IN A ‘SAFE’ ENVIRONMENT

TELL STORIES

TL USE STORIES TO CONNECT

ENABLES AUDIENCE TO IDENTIFY & PROMOTES A

SHIFT IN PERSPECTIVE

LINKS TO INSPIRATION/CREATING A

VISION

.

Your turn! Introducing the GROW Model

1) Goal:

What is your goal?

2) Reality:

What is your current status?

3) Options:

What options could you consider?

4) Will:

How motivated are you to take

this action?

GROW: Questions

REALITY - Questions to ask:

• What have you already tried?

• Why haven't you reached that goal already?

• What do you think is stopping you?

• What progress have you made so far?

• What is working well right now?

• What skills/knowledge/attributes do you have?

• If you asked … what would they say?

• On a scale of 1-10 how severe/serious/urgent is the situation?

GOAL - Questions to ask:

• What do you want to achieve out of this 5 minute session?

• What could we work on now that would make the biggest difference to you?

• What goal would make a BIG difference in your life?

• What do you want more of in your life?

• What would you try now if you knew you couldn’t fail?

• How will you know when you have achieved these goals?

Reflections

• How did that feel to be the coach?

• How did that feel to be the coachee?

• How could you build that style more into your day-to-day leadership approach?

3) Masterclass

Our masterclass aims to help you:

Develop increased self-awareness

Understand your key qualities/strengths

Understand when you overplay your

strengths

Take away something from the session to

help you or your team develop

Have a fun and memorable experience!

Lumina Splash App: Bringing Fun to Psychometrics

1. The “splash” is the graphical

representation of Lumina Spark

8 aspect scores

2. Comparisons can be

performed between any two

people to see how they can

better communicate

3. All splashes are stored locally

on the device - iPhone, iPad

and Android

4. Has a number of practitioner

tools

Create your own Splash using the App

1. Go to the App Store or Google Play and search for Lumina Splash

2. Once downloaded, choose participant version and Lumina Speed Read

3. Type in your name, select you are at a workshop and type in Linda O’Donnell as the practitioner

4. Answer the questions as honestly as you can

5. Your personal Splash will be created

6. Compare with the cohort

Who are you?

• Everyone stand up

• If you agree with the statement stay standing

• If you disagree with the statement sit down

Activity: Four Circles

1. Draw four circles:

• one red

• one yellow

• one green

• one blue

(each represents the leadership qualities you would like to be using)

2. Write the key ‘Quality’ in the middle (Circle size - represents your view on the importance of the quality, with regard to your leadership)

The Lumina Leader Model

Draw Four More Circles

• How have you actually spent your time in the last six months?

• Draw four more circles to demonstrate this

It can get ugly when we overextend ourselves…

Overextended qualities of a Nexus Leader

Top 5

Overextended

Qualities

Exploring Your Overplayed Strengths Exercise

Working in pairs, adopt their qualities and overextend them as you work through the following scenario:

o Your team has done an excellent job delivering on an important project. Collectively you have been given £2000 to celebrate how you see fit. What do you do with the money?

o Spend 5 minutes planning the event together

This Photo by Unknown Author is licensed undeCC BY

Our offer to you...

As TL behaviours can be developed this is your opportunity to take advantage of:

• Lumina Leader Training & Development package (tailored to your needs)

• A coaching package

• A facilitated simulation session to develop TL behaviours

• A complimentary career review Skype session to identify next steps

Thank you!

• To Lumina Learning for supporting our research

• All charity sector fundraising leaders who completed our research

• And to all of you for coming along today