7-Step Formula for Leading Happy & Healthy Fundraisers

What’s Up?

• Research Review: “Why do fundraisers resign?”

• Examination of Consequences: “What happens?”

• Corrective Action: “A 7-Step Formula for Leading Well Aligned Organization”

Leading Happy & Healthy Fundraisers

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“Why do Fundraisers Resign?” Penelope Burk’s Work (2012)

1. 16 months, average stay for fundraiser2. Reasons: better salary, followed by more senior role3. 52% want option to work from home4. 51% want flexible hours5. 42% want additional vacation time6. $127,650 direct & indirect costs = replacement (16 months)


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“Why do Fundraisers Resign?”

Tycely’s Work (2014)

1. Sample size2. Methodology: Critical Incident Technique3. Findings: Paper-Based Questionnaire 4. Findings: Small Focus Group


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“Why do Fundraisers Resign?Paper-Based Questionnaire

1. Charge: Identify (1) positive & (1) negative incident2. 50% of sample could not identify (1) positive incident3. 88 % of sample could identify (1) negative incident4. 57% of negative incidents = representative of many5. 100% of positive incidents ≠ representative of many


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Fundraiser Resignation (viewed as positive)

What We Learned (Incident Cause)

1. 87.5 % did not consider resignation by witnessing2. 12.5 % did consider resignation by witnessing


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What We Learned (Feelings & Perceptions)

1. 50% happy for the fundraiser2. 50% happy for the organization3. 25% unhappy for the organization4. 12.5% comfort: timing was right, desire to leave,

disappointed in poor communication, nervous about the future and relief


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What We Learned (Actions During Incident)

1. 50% had a transition plan2. 25% culture shifted & lack of communication3. 12.5% heightened stress over performance goals,

management failed to define roles, hiring process questioned, scheduled performance reviews halted & revenue decreased


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What We Learned (Impact)

1. 100% maintained loyalty & would recommend the org.2. 30% = fundraiser that resigned left the profession3. 0% = fundraiser that witnessed left the profession4. 0% = fundraiser that witnessed left the org.


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Lessons Learned“When Resignations are Positive”

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Post Conference Commitments

1. Update all job descriptions 2. Create contingency plans for all positions 3. When resignations occur—clearly & concisely communicate

what it means for the organization and the affected department

4. Announce plans (hiring, restructuring, etc.)


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Fundraiser Resignation (viewed as negative)

What We Learned (Incident Cause)

1. 64 % did consider resignation by witnessing2. 28 % did not consider resignation by witnessing3. 8 % abstained


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What We Learned (Feelings & Perceptions)

1. 28.5% disappointment & unhappy for the org.2. 21% sad3. 14% happy for fundraiser that resigned & nervous about

the future 4. - > 10% comfort (timing was good), disappointed in poor

communication, frightened, happy for org., short-changed & worried


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What We Learned (Actions During Incident)

1. 50% had a transition plan 2. 25% culture shifted & lack of communication3. 12.5% heightened stress over performance goals,

management failed to define roles, hiring process questioned, scheduled performance reviews halted & revenue decreased


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What We Learned (Impact)

1. 64% did not maintain loyalty & would not recommend the org.

2. 29% maintained loyalty & would recommend org. 3. 7% abstained 4. 29% = fundraiser that resigned left the profession5. 29% = fundraiser that witnessed left the org. 6. 0% = fundraiser that witnessed left the profession


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Lessons Learned“When Resignations are Negative”

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1. Craft a transition template1. Work from last known date of employment 2. Identify time sensitive tasks3. Support sharing of information (via teams & groups) 4. Prior to assigning work to peers; evaluate their personal capacity to take

on more5. Create a transitional & proposed permanent staffing structure6. Frame communication to donors (with a plan)


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“Why do Fundraisers Resign?” Small Group (Question 1 of 4)

“Think of the last time you witnessed a fundraiser voluntarily resign. Why did he or she resign?”

Challenges with Supervisor, highest response


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“Think of the last time you witnessed a fundraiser voluntarily resign. What specific actions could the Chief Development Officer (or supervisor) have taken prior to the resignation to prevent the incident?

Change management style, highest response


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“Think of the last time you witnessed a fundraiser voluntarily resign. What specific actions could the Chief Development Officer (or supervisor) have taken prior to the resignation to prevent the incident?

Change management style, highest response


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“Think of the last time you witnessed a fundraiser voluntarily resign. Describe the work environment he or she desired, but was unable to find in the current position.”

Effective communication, highest response


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“Think of the last time you witnessed a fundraiser voluntarily resign. If he or she accepted another fundraising position, describe the perceived benefits of the new job.”

Salary increase, more control & deeper appreciation for contributions, highest responses


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7-Step Formula: Secrets to SuccessFigure1.McKinsey 7-S Model


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Shared Values

Structure

Systems

Style

Staff

Skills

Strategy

Adopt Shared Values “The core or fundamental set of values widely shared in the organization and serve as guiding principles of what is important. (Bradach, p. 6).”


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Assume a Values-Driven Leadership Style “The leadership style of top management and the overall operating style of the organization. Style impacts the norms people follow and how they work (Bradach, p. 6).”


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Access & Adjust Organizational Structure “The way in which tasks and people are specialized

and divided, and authority is distributed. The method to group activities and place reporting relationships (Bradach, p. 3).”


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Agree to Realistic Fundraising Strategies “The ways in which competitive advantage will be

achieved (Bradach, p. 2).”


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Attain Fair Systems “The formal processes and procedures used to

manage the organization, including performance measurement and reward systems, planning, budgeting, and resource allocation systems, information systems, and distribution systems (Bradach, p. 4).”


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Acquire & Assign Qualified People

“The people, their backgrounds, and competencies within an organization are staffing. This includes the organization’s approaches to recruitment, selection, and socialization (Bradach, p. 5).”


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Agree to Professional Development

“Skills are the distinctive competencies that reside in the organization. This can be distinctive competencies of people, management practices, systems, and/or technology (Bradach, p. 5).”


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Let’s Talk! - Shared Values- Style- Structure- Strategy- Systems- Staffing - Skills


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Government & Nonprofit

7-Step Formula for Leading Happy & Healthy Fundraisers