Recomendados
Mais conteúdo relacionado
Mais procurados
Mais procurados (20)
Semelhante a Climbing the ladder
Semelhante a Climbing the ladder (20)
Último
Último (20)
Climbing the ladder
- 1. Lucy Caldicott, Fundraising Director CLIC Sargent @LucyCaldicott Liz Tait, Fundraising Director Battersea Dogs & Cats Home @liztait Catherine Miles, Fundraising Director Anthony Nolan @Cadders68 What does it take to be a great Fundraiser at each career stage? Climbing the ladder
- 2. Today’s session What skills, experience and attributes do you need to be a great Fundraiser? What do you need at each career level? Top tips on climbing the career ladder Discussion on top tips in personal development Questions from the floor Institute of Fundraising Convention 2013 2
- 3. Questions from you On post it notes, write down any questions you want to ask about any aspect of career development or how we reached the top You have 3 minutes! We’ll group these and answer at the end. Institute of Fundraising Convention 2013 3
- 4. Skills Relationship Management Project Management Creativity Networking Financial and budgeting Presentations Institute of Fundraising Convention 2013 4
- 5. Drive Attributes Self awareness Tenacity Resilience Results focusedSolutions focused Ambition Passion Positivity Institute of Fundraising Convention 2013 5
- 6. Experience Track record in: Demonstrating commitment to: oThe cause oPersonal development oManaging successful projects/ initiatives/ relationships oAchieving results against targets oDelivering a step change Institute of Fundraising Convention 2013 6
- 7. What makes a great Fundraiser at each level? Officer/Executive Flexibility Gets stuff done! Self Sufficient Reliable Asks when necessary Institute of Fundraising Convention 2013 7
- 8. What makes a great Fundraiser at each level? Manager Key difference here is people management – don’t know if you’re any good until you try it Not doing everything oneself but still some doing Objective setting Performance Management Institute of Fundraising Convention 2013 8
- 9. What makes a great Fundraiser at each level? Head of Team Managing people who manage people Setting direction of travel Empowering people combined with delivery Building strong working relationships across other teams Institute of Fundraising Convention 2013 9
- 10. What makes a great Fundraiser at each level? Director Cabinet role Knowing when to step in with direct reports Learning how to influence across organisation Translating organisational strategy into team strategy, business plan, work plans Building the right top team Board relationships Institute of Fundraising Convention 2013 10
- 11. Top tips on climbing the ladder 1. Think about your own ambitions – what’s the right level for you? 2. Network with your peers/leaders (IoF groups, conferences, webstrings, informal chats) and use mentors if possible. 3. Strive to understand donors and their motivations 4. Know your numbers / understand budget setting 5. Develop your leadership and management skills Institute of Fundraising Convention 2013 11
- 12. Top tips on climbing the ladder 1. Be prepared to take risks and make mistakes 2. Take personal responsibility and accountability for decisions 3. Recognise that you don’t have to be great at everything 4. Recognise that a strength at one level can become a weakness higher up 5. Take responsibility for your own development Institute of Fundraising Convention 2013 12
- 13. Snowball exercise • On a post it note, write down 1 idea or activity you’ve done or seen someone do which has really helped your personal development (1 min) • Turn to the person next to you and tell them briefly about this idea (4 mins) • Turn to the pair next to you and share your pair’s ideas with them (8 mins) Institute of Fundraising Convention 2013 13
- 14. Questions? Institute of Fundraising Convention 2013 14
Notas do Editor
- On arrival, have post it notes & chocolates on tables
- Each point flies in
- Graphic wipes inRelationship management – with suppliers, donors, trustees, other teams – all to achieve the outcomes you needProject management – including managing multiple priorities, delivering against deadline Financial and budgeting – from managing projects to budget, to developing income stream budgets and longer term projectionsCreative – including copywriting, concept/ product development, new ways of solving problems, knowing how to engage/standoutPresentations – including personal impact, presenting to donors, teams, fundraisersNetworking – ability to build networks with key influencers, donors, suppliers, peers in sector
- Bubbles appear one by oneSelf awareness – including knowing what you don’t know, asking for help, drawing upon other’s skills, building a balanced teamDrive – relentless pursuit of objectivesTenacity – to keep driving forward, perseverance, to be a change-agentResilience – ability to bounce back, ability to cope under pressure (usually self inflicted)Ambition – for the cause and to deliver impact for beneficiariesResults focused – ability to deliver, driven by desire to hit or exceed targetsSolutions focused – problem solving ability, Passion – for the cause, for fundraising, for your donors and for your beneficiariesPositivity – enthusiasm, glass half full, making the impossible possible
- Bullets float in. Second bubble appears. Bullets float in.Experienceis important – but it’s usually the special skills and attributes over and above experience that really counts – as well as a track record in delivering results and managing successful projects, initiatives, relationships etc. Track record in:Managing successful projects/ initiatives/ relationshipsDelivering against targetsDelivering a step change – not just achieving targets, but creating a lasting change or a significant change for the charity orprogrammeDemonstrating commitment to:The cause – staying long enough to make a significant differenceYour own development – those who have shown a commitment to mastering their craft (to be as good as possibly can be in your discipline through learning etc) plus a wider understanding of fundraising (not just own discipline) – those who take on extra projects over and above the day job
- Bubbles x5 fly inThese apply no matter what level you are thoughFlexibility to support other teams will mark you out
- Bubbles x 4 fly inPeople management –Quite a steep learning curvePeople who are good at getting things done can find it hard to let goOften promoted from being a peer to being a boss at more junior levelsCross team working and bigger picture
- Can be hard to figure out what own role is
- Attributes that make you a good fundraiser, don’t necessarily make you a good Head of or Director Keeping an eye on the process by which things get done, not doing the doing Making sure your direct reports involve you in the right things – when should you be involved in a pitch? When should you review a written proposal? When should you sign off direct mail copy? Can’t do it all and won’t build the most effective team if you try to
- Each bullet flies inThink about your own ambitions – what’s the right level for you? Not everyone wants to become a Director and there’s nothing wrong with that. What’s going to make you happy?Network with your peers/leaders (IoF groups, conferences, webstrings, informal chats) and use mentors if possible. There’s a lot of great free advice out there, both online and via informal chats. Make the most of it!Strive to understand donors and their motivations – this is key, and what sets great Fundraisers apart. Know your numbers / understand budget setting –make sure you understand net income, ROI, benchmark performanceDevelop your leadership and management skills
- Each bullet flies inBe prepared to take risks and make mistakes – but take responsibility for themTake personal responsibility and accountability for decisionsRecognise that you don’t have to be great at everything Recognise that a strength at one level can become a weakness higher up – eg focus and attention to detail is brilliant at Executive level, but could make you to a control freak Head of teamTake responsibility for your own development and develop your self awareness. Think about when you’ve been successful and less successful. What did you do in each case? What are you great at and what do you need to work at?
- On a post it note, write down 1 idea or activity you’ve done or seen someone do which has really helped your personal development (1 min) This could be seeking feedback from someone you trust; learning about a new area of fundraisingTurn to the person next to you and tell them briefly about this idea They will then tell you about their idea. (4 mins)Turn to the pair next to you and share your pair’s ideas with them and vice versa (8 mins)Note down the ideas you like best and think you might use