Sample of Get Your Dream Job E-course

Get Your Dream Job SAMPLE Page 1

http://wildwomanfundraising.com/product/get-your-dream-job

Get Your Dream Job Week One SAMPLEIntroduction................................................................................................3

Fundraising Quiz: Where do you fit?...............................................5The right fundraising niche (which one is yours?)....................6Kinds of fundraising jobs....................................................................7

Core Skills/Competencies.....................................................................15Skills and Competencies Worksheets............................................15



Introduction

Thank you so much for being part of the Get Your Dream Job eCourse!

NOW STOP. Before we go any further, you need to do this one very important thing. PRINT THIS E-COURSE OUT.

If you don't, it could very well sit on your computer and never get used.

And that would be sad.

Here's what we're covering in this first week.

Why do they never teach you this in school?!?! Here's how you find that fundraising job.

• Kinds of fundraising jobs• Fundraising Quiz: Where do you fit? • The right fundraising niche (which one is yours?) • Core Skills/Competencies• Finding the hidden fundraising jobs • The sneaky way to find out what you’ll be paid • Breaking into the industry (getting the right experience for your

resume) • Consulting to gain experience


STOPAND

PRINT THIS OUT




Fundraising Quiz: Where do you fit?

This is going to be a cursory look at which field of fundraising might suit you best, but it is a place to start. For each section, write the letter of the section if you agree with the statement.

Section A

Do you like writing essays?

Do you like writing letters or blog posts?

Do you like researching?

Do you enjoy graphic design?

Are people always saying, “I love the way you write”?

Section B

Do you like chatting with people at parties?

Are you always coming up with fun invitations?

Do you like throwing parties?

Do you like organizing people to come to a party?

Are people always saying, “You throw the best parties”?

Section C

Do you like writing press releases and telling the world about things?

Do you like to be on social media, helping people take action with Twitter, Facebook and blog posts?

Do you like writing email newsletters?

Are people always remarking, “I love hearing from you”?

Section D

Do you like being surrounded by powerful, interesting people?

Do you like working on committees?

Does the concept of governance intrigue you?

Are people always saying, “You're such a motivating person”?

Section E

Do you like taking the time to connect with people one on



one?

Do you have a knack for charming the most powerful or influential person in the room?

Are you good at keeping track of connections you've madewith people?

Are you the Queen of the Thank You Note?

Do people always say, “You are such a fascinating conversationalist” when really all you did was listen?

Don't look at this section til you've finished the quiz!

The right fundraising niche (which one is yours?)If you answered mostly A, you might find a niche in direct mail and annual fund work, or perhaps in grantwriting.

If you answered mostly B, you might like working in special events management and sponsorship.

If you answered mostly C, you might like being in a nonprofit marketing and communications role.

If you answered mostly D, you could fit in on a nonprofit board.

If you answered mostly E, you would be a wonderful development director or major gifts officer.

If you got a mixture of all of these, you could fit right in a small fundraising office where you can wear all of these hats!

If you got all of one and none of the others, you might fit in better in a larger fundraising office at a hospital or university where you can specialize in a role that is most suited to your strengths.



Kinds of fundraising jobsFundraising is an evolving field. It used to be that volunteers would do all of the fundraising. Then people realized that they could raise more money if they paid someone to fundraise full time. So they came up with titles like these:

• Development Director• Development Officer• Development Manager• Development Associate• Development Assistant• Executive Director

You'll see these at many small nonprofits. They want a lot of the same responsibilities and activities all under different titles.

In general fundraising roles, you'll be responsible for• Grants• Data entry of gifts• Events• Volunteer recruitment and management• Major Gifts



• Individual Giving/Direct Mail/Appeal letters• Communications/E-newsletters/Annual reports/Website updates

The nice thing about general fundraising roles at small nonprofits is that you get to try a little bit of everything, and see which areas of fundraisingyou like best. You can be much more self directed.

In larger nonprofits you'll get more specialized roles:

• Grants Manager • Foundation Giving Manager• Corporate Giving Officer• Major Gift Officer• Prospect Researcher• Planned Giving Manager • Database Coordinator• Event Coordinator• Annual Giving Manager• Individual Giving Coordinator• Donor Relationship Manager• Communications/Online giving Manager • Chief Development Officer

The nice thing about having a bigger team is that you can specialize in anarea of fundraising without having to worry that you're not good at everything.

Of course, the larger the development department, the more complex the job titles get. Here are some examples from the University of Texas at Austin.

• Development Specialist, Gift and Estate Planning• Executive Director, Corporate and Foundation Relations• Senior Development Researcher, Research Services• Associate Vice President for Development and Campaign Director• Development Specialist, Constituent and Volunteer Relations• Executive Director, Endowment Services and Compliance• Associate Director of Development, Principal Gifts• Acknowledgment Coordinator, Constituent and Volunteer

Relations• Analytics Fundraising Scientist, Development Information

Services



• Director of Development, Strategic Projects• Biographical Senior Systems Analyst, Development Technology

Resources

Whew! This course is not going to be an exhaustive cataloging of how to get into these very specific roles, because most nonprofits will not be this specific. These hyper-specific roles may only exist at a few universities.

The nice thing about working in a really big shop is that there's a career structure in place, you can talk to people in different sections of development about how they got their jobs, and there might be more room for advancement.

Here are some general things you will be responsible for in specialized fundraising roles.

Grants AKA Foundation and government fundraising When you tell someone that you're a fundraiser, this is often what they think of first. “Oh, you get grants?” they say. Sometimes when people first discover fundraising, they think they need to be grantwriting consultants. And they don't know that getting grants often depends moreon the relationships you've built up with the grantmakers than your writing skills. And that if you're working for a new nonprofit, you are almost certain to fail in getting any grants for them in the first year. It takes a long time to build up a relationship with funders.

You need to have these skills: • Research: You need to know where to look for grants, and how to

sniff out opportunities for corporate grants and government contracting.

• Ability to interview program staff and ask good questions to gain adeep understanding of the programs

• Good storytelling ability and writing ability: Grantors are people too, and they love to read a good story. A friend of mine worked at a foundation where every 6 months, the entire staff would gather to read the grant report from one of their grantees, because it was so riveting.

• Ability to build and sustain relationships with grantmakers by consistently communicating your results. This means reporting, calling, and acknowledging their gift in your e-newsletter communications too.



• A high level of attention to detail: Because grant applications can be extremely complex and they will disqualify you for getting evenone thing wrong, you need to triple-check your application before you send it.

Direct marketing/individual giving This can also be known as annual giving, face-to-face, door-to-door, telemarketing, online and direct mail, or appeal mailings,

To be successful at direct mail, you need to recruit, acquire, retain and develop donors from one-off givers to monthly or major donors through a variety of tactics. Writing appeal letters, for example, takes these skills:

• Survey skills: Knowing what motivates your target audience of donors will allow you to write directly to their concerns. Using thephone to ask good questions will help your appeals be even more compelling. It will also help you anticipate and answer objections that might arise in the reader's mind as you ask them for gifts.

• Data-literacy: Once you have data about your donors, you need to make sense of it. What is important to your donors, and what will your letter be about? Will you create two different letters to speak to different audience segments?

• Storytelling: An appeal letter writer needs to learn how to tell a good story. This means easy on the stats, long on the visceral experience of the protagonist. The letter should make the reader feel like this problem is simple, solvable, and they have the chance to change someone's life. For good examples of storytelling in an appeal letter, check out http://sofii.org.

• Graphic design: You don't have to be a genius graphic designer butyou do need to know what makes an effective, readable letter.

• Mailing Logistics: This means printing the letters and envelopes, stuffing, stamping, and sorting them, and taking them to the post office, weighing the letters, boxing, putting them in a cardboard sleeve, strapping them and paying. Often small shop fundraisers give this task to a mailhouse because the sheer amount of time thisprocess takes.

Corporate fundraisingThis used to be just about getting sponsorships for yearly events, but



now it's about creating cause marketing partnerships, employee volunteering opportunities, and long-term thematic branding platforms.

Corporate fundraising can include; • Payroll giving, a.k.a. when employees donate a portion of their

paycheck to your nonprofit every month

• Employee volunteering, where employees are paid for the time they volunteer for you, and you are paid for them volunteering with you as well, and

• Sponsorship, getting sponsorships from corporations for your nonprofit events. For good advice about getting sponsorships, check out http://www.sponsorship.com.

What skills are helpful with Corporate fundraising?

• Research: To find out who your potential sponsors and vendors are

• Relationship building skills:: Getting people to start to care about your cause, building your case for sponsorship, cause marketing, and longer term partnerships with corporations

• Entrepreneurial business development skills: Imagining new ways to make money with events and cause marketing ideas

Events fundraising I remember doing The Walk for Hunger for Project Bread in Boston, with thousands of other people, when I was 12 years old. This is often ourfirst exposure to fundraising, when we do a walk or run event with our church or other social group. Event fundraising can include;

• Team athletic events (like walks, runs, or other a-thons)• Galas• Lectures and dinners • Auctions • House parties • Annual meetings • Career fairs • Fashion shows • Conferences

Here are some essential skills for event fundraising:



• High level of attention to logistics: Logistics for events means thateach detail, like the date, venue, licenses, pipe and drape, banner, postcards, ticketing, online registration, etc. has to be hammered out weeks or even months before the event to make sure everything goes well on the day of the event.

• Research: To make significant amounts of money with an event, you need to be able to find sponsors, partners, and cause marketing collaborations that make sense.

• Relationship building: Ability to create and build relationships with sponsors and vendors, as well as key volunteers and attendees.

• PR and Marketing: You need to be able to get the word out about your event not just to your supporters, but to your larger community, to get them excited and interested in your event. This requires a lot of planning, budgeting, graphic design and mailing logistics, as well as relationships with local media.

Major donor fundraisingThis is also known as major gifts or principal gifts. Usually executive directors or chief development officers perform these duties or supervise board members in these responsibilities.

You need to know how to do prospect research, which means searching through your own database as well as others, to find people who are capable of giving a significant or leadership gift for your charity, and who might have an interest in your cause. Once you've identified your prospects, you need to find a connection, a person you know who knows them, then figure out how to approach them. Although there are complicated software packages you can buy for this purpose, to start with, a chart on the wall works just as well to track your prospects from the identification phase to the donation phase. This is known as moves management.

Skills you'll need for major gifts:

• Enthusiasm for your cause: If you're a major gifts fundraiser, you need to love your cause, and have a personal connection to it. If you work for a faith-based nonprofit, that faith needs to be part of your value system. If you work for a university, they tend to hire their alumni to convince major donors to give based on their shared experiences at the school. This is known as experience



marketing. For more information on how universities do this, check out the book The Experience Economy, by Pine and Gilmore.

• Research skills: Your research skills will come in handy as you research your prospects, and help your major gift solicitors get up to speed on what the donor cares about, and how to connect this togiving to your cause.

• Strong relationship-building skills: This includes emotional IQ, or E.Q., being able to read faces quickly, asking lots of good questions,being able shift from an emotional conversation to one about values, the past, the future, and back again.

Legacy fundraising This is also known as Planned Giving or Estate Planning. This is when a fundraiser builds a relationship with a donor to help them leave “the most thoughtful gift,” a gift to a charity in their will. How do you get them to leave a bequest gift in their will?

You have to get to know the donor, as well as their lawyers, will executors, their family, probate offices and co-beneficiaries. Legacy fundraising generally doesn't pay off until about 10 or 20 years after you solicit the gift. Since most fundraising professionals stay at their jobs 12-18 months, they are not encouraged to think this long term. However, if you decide to make this kind of fundraising your specialty, I encourage you to get involved with a larger nonprofit, like a university or a hospital,to get a clear understanding of how this process works. If you have a background in financial services or a law degree, this would be a good career to look into. A background working with an estate lawyer can alsobe helpful.

You need these skills:• Listening and Patience: An excellent book called “How to Say It to

Seniors” talks about how to listen to older people and ask the rightquestions in order to build relationships.

• Fluency with bequest structures: You need to know and track the laws in your region. What does the law dictate? For more information, check out Christina Attard's blog.

• Marketing: To get people to leave you a gift in their will, you need to market the opportunity to leave you a gift. It can be through your website, a mailing, brochure, postcard, as an insert or advertisement in another publication.



http://christinaattard.com/

Core Skills/Competencies

What are competencies?

Skills, Knowledge, Attitudes and Experience.

Skills and Competencies WorksheetsCircle the competency you feel best describes you.

Competency Description

Continuous Learning

Grasps the essence of new information; masters new technical and knowledge; recognizes own strengths and weaknesses; pursues self-development; seeks feedback fromothers and opportunities to master new knowledge.

Creativity and Innovation

Develops new insights into situations and applies innovative solutions to make organizational improvements; creates a work environment that encourages creative thinking and innovation; designs and implements new or cutting-edge programs/ processes.

External Awareness

Identifies and keeps up-to-date on key policies and economic, political, and social trends that affect the organization. Understands near-term and long- range plans and determines how to best be positioned to achieve the mission.

Flexibility Is open to change and new information; adapts behavior



and work methods in response to new information, changing conditions, or unexpected obstacles. Adjusts rapidly to new situations warranting attention and resolution.

Resilience Deals effectively with pressure; maintains focus and intensity and remains optimistic and persistent, even under adversity. Recovers quickly from setbacks. Effectively balances personal life and work.

Performance/ Service

Creates and sustains an organizational culture which permits others to provide the quality of service essential to high performance.

Motivation Enables others to acquire the tools and support they need to perform well. Shows a commitment to public service. Influences others toward a spirit of service and meaningful contributions to accomplish the mission.

Strategic Thinking

Formulates effective strategies consistent with the business and competitive strategy of the organization in a global economy. Examines policy issues and strategic planning with a long-term perspective. Determines objectives and sets priorities; anticipates potential threats or opportunities.

Vision Takes a long-term view and acts as a catalyst for organizational change; builds a shared vision with others. Influences others to translate vision into action.

Conflict Management

Identifies and takes steps to prevent potential situations that could result in unpleasant confrontations. Manages andresolves conflicts and disagreements in a positive and constructive manner to minimize negative impact.

Diversity Leadership

Recruits, develops, and retains a diverse high quality workforce in an equitable manner. Leads and manages an inclusive workplace that maximizes the talents of each person to achieve sound business results. Respects, understands, values and seeks out individual differences to achieve the vision and mission of the organization. Develops and uses measures and rewards to hold self and others accountable for achieving results that embody the principles of diversity.

Integrity/ Honesty

Instills mutual trust and confidence; creates a culture that fosters high standards of ethics; behaves in a fair and ethicalmanner toward others, and demonstrates a sense of



corporate responsibility and commitment to public service.

Team Building Inspires, motivates, and guides others toward goal accomplishments. Consistently develops and sustains cooperative working relationships. Encourages and facilitates cooperation within the organization and with customer groups; fosters commitment, team spirit, pride, trust. Develops leadership in others through coaching, mentoring, rewarding, and guiding employees.

Accountability Assures that effective controls are developed and maintained to ensure the integrity of the organization. Holds self and others accountable for rules and responsibilities. Can be relied upon to ensure that projects within areas of specific responsibility are completed in a timely manner and within budget. Monitors and evaluates plans, focuses on results and measuring attainment of outcomes.

Customer Service

Balancing interests of a variety of clients; readily readjusts priorities to respond to pressing and changing client demands. Anticipates and meets the needs of clients; achieves quality end products; is committed to continuous improvement of services.

Decisiveness Exercises good judgment by making sound and well-informed decisions; perceives the impact and implications of decisions; makes effective and timely decisions, even when data are limited or solutions produce unpleasant consequences; is proactive and achievement oriented.

Entrepreneur-ship

Identifies opportunities to develop and market new products and services within or outside of the organization.Is willing to take risks; initiates actions that involve a deliberate risk to achieve a recognized benefit or advantage.

Problem Solving Identifies and analyzes problems; distinguishes between relevant and irrelevant information to make logical decisions; provides solutions to individual and organizational problems.

Technical Credibility

Understands and appropriately applies procedures, requirements, regulations, and policies related to specialized expertise. Is able to make sound hiring and capital resource decisions and to address training and development needs. Understands linkages between administrative competencies and mission needs .



Influencing/ Negotiating

Persuades others; builds consensus through give and take; gains cooperation from others to obtain information and accomplish goals; facilitates "win-win" situations

Interpersonal Skills

Considers and responds appropriately to the needs, feelings, and capabilities of different people in different situations; is tactful, compassionate and sensitive, and treatsothers with respect.

Oral Communication

Makes clear and convincing oral presentations to individuals or groups; listens effectively and clarifies information as needed; facilitates an open exchange of ideasand fosters an atmosphere of open communication

Utilizes Partnering

Develops networks and builds alliances, engages in cross-functional activities; collaborates across boundaries, and finds common ground with a widening range of stakeholders and contacts to build and strengthen internal support bases .

Political Savvy Identifies the internal and external politics that impact the work of the organization. Approaches each problem situation with a clear perception of organizational and political reality; recognizes the impact of alternative courses of action

Written Communication

Expresses facts and ideas in writing in a clear, convincing, and organized manner.

What core skills and competencies does a Development leader have?

A Development Leader has:....

Would you like to learn more about how to get your dream job?

Here's what you'll learn in the full four weeks of this new e-course.

What will you learn?



Week 1: Finding The Job

• Finding the hidden fundraising jobs• The sneaky way to find out what

you'll be paid• Breaking into the industry (getting

the right experience for your resume)• Consulting to gain experience• The right fundraising niche (which

one is yours?)

Week 2: Customizing Your Resume

• How to craft a killer headline for your resume

• What do they want to see on your resume?

• Adding social proof• Relating unrelated experience• LinkedIn and what it can and can't do

for you

Week 3: Acing that interview

• The dreaded phone interview• In-person interview tips and tricks• The interview questions they'll ask

you• The questions you MUST ask them.• How to practice your interview



Week 4: They Want You!

• Get the salary you want• What about the perks? Vacation?

Healthcare? Figuring out what you want

• 3 conversations you need to have with your boss

• Finding a peer group• AND MORE!

You also get BONUSES, including:

Sending me one cover letter and resume to look over, plus a 30 minute phonecall one on one where we can chat about your career goals and materials. (a $300 value alone)Interviews with successful fundraising and nonprofit professionals:

PLUS: One of the best fundraising job cover letters ever written, that gotme an interview 3,000 miles away at a nationally known and respected nonprofit



PLUS a Bonus One hour webinar recording, Moving Up In Your Nonprofit Career!

What is an E-course?An e-course is written material, sent to you every week, in a printable format. It will also include a recorded webinar. We created this format sothat you can go at your own pace, and fit the e-course into your busy schedule.



Is it live?One person asked, is it a live webinar that I’ll need to login to attend? It is not a live webinar. Because of everyone’s busy schedules, we are making this e-course of written material, plus a recorded webinar, so thatyou can learn this information exactly when it is convenient for you.

How long will the course take me to complete?The course will take roughly 2 hours a week. There’s also a recorded webinar that may take a little more time.

Will there be printable materials?Yes! Every week you will get an email with an attached pdf that you can print and put into a binder.

Will there be any opportunities to ask questions?Absolutely! You can email me unlimited emails for the duration of the course.

Will there be practice exercises to complete?Yes, there will be practice exercises to complete. Iinclude worksheets and templates in all of mywebinars and e-courses. I believe that if you applyyour learning instantly, then it sticks!

Is there a money-back guarantee?YES! If you are not satisfied for any reason, I offera 30 day money-back guarantee.

Click here to learn more about the course

or visit this link: http://wildwomanfundraising.com/product/secrets-of-keeping-your-donors/

Why should you trust me? I've been in fundraising over ten years. Started out as a fundraising intern. Worked my way up in various nonprofits as a development assistant, development associate, development officer, and development director.



http://wildwomanfundraising.com/product/secrets-of-keeping-your-donors/




http://webinarhow.to/wp-content/uploads/2013/07/100Guarantee1.jpg

Since I started my business in 2009, I've helped people get some pretty awesome jobs in nonprofits, government, and the private sector. And many people I helped are stillat the jobs I got them, years ago.

I've also run successful careerfairs, and interviewed people indifferent nonprofit roles abouthow they got their jobs.

Now I write books aboutfundraising and help people learnhow to fundraise more effectivelyfor their nonprofits.

In 2003 I wrote my first grants forIndonesian nonprofit YayasanEmmanuel. In 2005 I co-founded anonprofit called “The MoonBalloon Project” on the southshore of Boston, MA.

Since that time I've raised over $1M for various local, national, and international nonprofits with appeals, emails, grants, sponsorships, and more.

Previous speaking engagements include:

• Association of Fundraising Professionals (2014) • Blackbaud (2013-2014) • Volunteermatch.org (2013-2014) • GuideStar (2013-2014) • 4Good.org (2014) • National SBA Small Business Week (2013) • Oregon SBDC (2013) • Willamette Valley Development Officers (2013) • Scleroderma Foundation National Leadership Conference (2012-

2013)



http://mazarinetreyz.com/

• Meals on Wheels National training seminars and conference (2012-2013)

• University of Portland’s Master’s in Nonprofit Management program (2012)

• Center for Nonprofit Organizations, (2011) • Young Nonprofit Professionals Network in Austin (2011) • Texas Association for Nonprofit Organizations (TANO) (2010) and

more.

I've taught thousands of national and international nonprofits how to fundraise since 2009. In 2012 I published The Wild Woman’s Guide to Social Media, which got a 5 star rating from Nonprofit.About.com in 2013.In 2013 I published Get the Job! Your Fundraising Career Empowerment Guide, which also got a 5 star rating from Nonprofit.About.com. Click here to learn more about me.



http://wildwomanfundraising.com/about-2



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Sample of Get Your Dream Job E-course