HOTLINE

Answering Readers' Questions About Diversity, Moving From Sales Into Fund Raising, and More

The Chronicle's Philanthropy Careers asked its readers to submit questions about job hunting, recruitment, and management challenges in the nonprofit world. In our monthly advice column, we respond to some of your inquiries with tips about resources and wisdom from experts in the field.

Q. I am a first-generation college-educated, African-American male. How can I turn my background -- which includes growing up in Chicago, attending Catholic schools, and serving in the U.S. Air Force -- into a plus for nonprofit employers? How do I get my co-workers and supervisors to embrace cultural nuances when they champion the idea of mainstreaming everyone?

A. A lot depends on what, specifically, you did while you were in the Air Force, says Paul Spivey, president of the Edwin Gould Foundation for Children, in New York, and chairman of the Association of Black Foundation Executives. If you were an officer, you could emphasize your experience in managing people, for instance, or if you worked in technology, that could also be a plus for a charity. But you needn't worry about "spinning" your background. Based on the information you've provided, nonprofit employers are likely to be impressed. "He's clearly a giving person, a hard worker. He completed college first generation, went into the military. He has a lot of personal qualities that could likely benefit an organization," says Mr. Spivey.

In fact, you'll want to emphasize your experience working with many different groups of people by explaining how you worked to solve problems and manage interpersonal differences between groups, a matter of key concern to many nonprofit organizations, says Yolanda Nunn, a diversity consultant for nonprofit organizations in Culver City, Calif. "The experiences you bring will be important in assisting nonprofit leaders in responding to individual and community needs in culturally appropriate and sensitive ways," says Ms. Nunn.

Your question on diversity is trickier. Most nonprofit organizations are aware of the need for diversity -- at least, in theory. "There are many organizations that, in fact, embrace diversity, but there are some that are not quite as good at it," says Mr. Spivey. Since it sounds like you're in a situation where you feel diversity isn't being adequately addressed, he recommends that you create a support system for yourself, both inside and outside of your organization. Mr. Spivey suggests that you check out service organizations like 100 Black Men, which has chapters located around the country, and also consider your college alumni office, your church, and your state's nonprofit association.

Q. Do you have any advice for my friend who is seeking a nonprofit fund-raising job? He's worked in sales at for-profit businesses for 15 years and has excellent skills -- he even likes to do cold calling -- and has attended Indiana University's School of Philanthropy fund-raising course. He's gotten more mission-driven as he's gotten older, hence the wish for a career change.

A. Professionals with experience in sales -- particularly those who are fans of the dreaded cold call -- have a natural entree into the world of fund raising, says Margaret M. Holman, a fund-raising consultant in New York and coauthor (with Jeanne Sigler), of The Complete Guide to Careers in Fund Raising (Kendall/Hunt, 1998, $29.95). "Sales experience is more valuable in my opinion than experience as an attorney, for example," Ms. Holman says. "A sales professional obviously has an understanding of what motivates people to do things, whether it's to buy a sweater, or to buy a car, or to motivate someone to make a contribution. This will make a development officer look at his résumé before they would look at someone else in another field." It's smart to play up sales skills during a job interview, she says.

Securing additional training was an excellent start, Ms. Holman says, but before the job search starts in earnest for your friend, he should log some time as a volunteer to further define his nonprofit interests. The more he homes in on the field he's most interested in, the better luck he'll have. Best bet: Focus volunteering time on fund-raising activities, and keep track of the money raised, creating a track record to tout to prospective employers

However, even with your friend's 15 years of sales experience, and the additional training and volunteer work, it's likely that he'll still have to start in an entry-level position. "There's no way around that, unless he ends up at a tiny organization," Ms. Holman says. "Volunteer work doesn't substitute for experience in fund raising because volunteers are often not in a decision-making capacity."

To find the plum volunteer jobs, meet local professionals at meetings of your local chapter of the Association of Fundraising Professionals. Also, the association has published a couple of books that might help your friend: Fund Raisers: Their Careers, Stories, Concerns and Accomplishments, by Margaret Duronio and Eugene Tempel (AFP, 1996, $24), which is based on a three-year national study of people in the field, and Careers in Fundraising , by Lilya Wagner (AFP/Wiley 2001, $18), which includes an overview of nonprofit organizations, and information on professional development. The books are available from the association's Web site or by calling (888) 487-6237.

Q. What can program officers do to prepare for a foundation presidency? I find more foundation presidents coming from institutions of higher learning. Is this a trend? If so, how does this affect those of us who already work at foundations and want to move into the leadership role?

A. There is more than one way to get to the top of the organizational chart at a foundation, says Joanne Scanlan, senior vice president for professional development at the Council on Foundations, in Washington. "Some people come through the foundation ranks, but many also have come from outside of the foundation world -- they managed a business, headed a college, ran a nonprofit organization," she says. "From what we can tell, one of the most crucial factors is the board of directors. How the board of directors sees the mission of the organization, and how do they define the chief executive's role in fulfilling that mission."

While it's true that there are many people coming from academe to lead foundations today, it's not a new development, says Ms. Scanlan. "University presidents have a long and colorful history of being presidents of foundations. It's not a recent trend, it's a long-lasting trend," she says. "In fact, there's probably a broader range of people coming into the top executive position now than there has been in the past."

With that said, though, you'll still want to add some skills that will bolster your résumé when you look for the top seat, says Ms. Scanlan. Program officers at foundations should look to enhance their managerial and leadership skills, financial planning, and investment knowledge. It also is a good idea to do a little introspection, because, Ms. Scanlan says, foundation presidents all seem to have at least a dollop of charisma: "It's that kind of unique intangible -- presidents need to be able to lead and bring their staff along and see new ways of doing things. There's a great deal of personal presence that's necessary to the position."

Securing a mentor probably could help your presidential aspirations become a reality, says Ms. Scanlan. If your organization is a member of the Council on Foundations, you can participate in a program that pairs a foundation employee with a current foundation head or a retired foundation leader.

It helps to make connections with the leaders of foundations other than the one that employs you, says Shelley Levan Margolis, executive director of the BankAtlantic Foundation, which supports arts and culture in and around Ft. Lauderdale, Fla. Other foundation leaders can help you to get a good idea of what the top job requires -- and your connections might eventually help you secure a leadership position. "Unless your foundation director has left, and the board is looking for a replacement, you might have to move to another foundation to get the job," says Ms. Margolis. She recommends that you track down your local association of grant makers for help in meeting foundation heads.

Got a question about job hunting, recruiting, or managing in the nonprofit world? Send it to us at hotline@philanthropy.com

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