Seeking Big-Gift Fund Raisers in a Hot Market

Friday, August 10, at noon, Eastern Time

Scott Nichols, vice president for development at Boston University

Lynda McKay, director of executive search at Campbell & Company, in Chicago

A transcript of the chat follows.

Holly Hall (Moderator):
    Good morning, and welcome to our live chat with Lynda McKay, a Campbell & Company executive recruiter, and Scott Nichols, the chief fund raiser at Boston University who helped pioneer the use of bonuses to retain major-gift officers. I'm Holly Hall, a features editor here at The Chronicle, and I'll be moderating this discussion about fund-raising career trends and the shortage of qualified major-gift fund raisers. We've received several good questions in advance, but please keep them coming. Welcome Lyn and Scott.

Scott Nichols:
    Delighted to be here and I look forward to a lively hour.

Lynda McKay:
    Thank you for asking me to participate in the discussion of this "hot topic." I look forward to responding to your questions

Question from Robert Ayles, The Greater Boston Food Bank:
    Scott,
In the article you mention that development professionals who aren't really any good are, in some cases, advancing as quickly as those that are more talented.
What do you recommend to someone interested in dedicating themselves to becoming an outstanding major-gift officer? What can people do to find mentors, to learn, and to grow? Thank you. Rob Ayles
rayles@gbfb.org

Scott Nichols:
    Your own suggestion is the best answer. Early in one's career, the mentor is everything. In fact, the mentor and his/her reputation ends up being a far bigger factor than the institution's reputation. The incompetent also tend to rise faster because they are highly mobile, something we used to call the "two year wonders." My best advice is that major-gift officers should not move without a five-year tour of duty at minimum. It takes a while for the relationships with both mentors and donors to gel. The best way to find mentors is to network, network, network.

Question from Ruth, a Jill of all trades:
    How does one "break into" major-gift fund raising? I have spent my career in small shops doing "soup to nuts"- annual fund, donor relations, special events, marketing, strategic planning, even planned giving. All of these involve listening to donors and exploring their interests, but it seems employers want specific experience with six-figure gifts. Is there a way to get potential employers to look at my skills as indicators or precursors for success?

Lynda McKay:
    I think the basic skills needed for success in this field are the following: ability to build relationships with a variety of people and to do it quickly; strong listening skills; highly organized; ability to manage time well; strong communication skills-both verbal and written; high integrity; drive to accomplish results, stamina to keep up with a demanding schedule, including travel; collaborative work style/team player; "presence"/ability to work with individuals of wealth. It doesn't hurt to have a good sense of humor. I encourage our clients to evaluate potential candidates on demonstrated evidence of these skills rather than just experience as a major-gift officer. Think of examples where you have shown evidence of these skills and your willingness to learn the nuts and bolts of major-gift fund raising through classes, etc. Good luck!

Question from Roberta Maestas, The University of Montana Foundation:
    We are interested in knowing if other university foundations are using performance-based bonus programs for fund-raising staff as a retention tool.

Scott Nichols:
    I believe retention bonuses are great and far too underutilized. Quite a few places, most notably business schools, have experimented with the concept of rewarding individuals just on dollars raised and virtually all have failed. CASE and CAE are places that have information on performance-based compensation. Both, as well as AFP, come down rather harshly on dollar goals being an unethical performance measure for individuals. Retention is everything but I don't think many places are using a retention bonus yet. I know I am planning to do so.

Question from Catherine, Community Foundation:
    I have been working at a community foundation for the past five years doing both programmatic work and fund raising. In my current position, I run a fund for the foundation, I have increased the endowment of the fund by $8-million. There have been a few angel donors that have really helped out with the growth of this fund, but I know there is so much more untapped potential out there. I work very closely with some high net worth donors and find it very enjoyable. I have been hoping that my employer would train me on soliciting major-gifts - I have asked for the training every year for the last four years - but it has not happened (no money in the budget).

In light of the growing need you highlighted in your article and my personal interest in the smaller nonprofit (not the big university), I am wondering if you know where/who I can go to get further training in major-donor cultivation. I know I have what it take to do the job well, but I don't have the paper credentials to get the job right now. Any advice?

Thanks,
Catherine

Lynda McKay:
    One of the suggestions in the side article of The Chronicle, "Coping with the Fund-Raiser Shortage: Tips From the Experts," mentions mentoring as a great way to get training. Have you asked your employer if you can "shadow" him or her or the major-gift officer at your organization to learn by watching? The cost is minimal (just time) and it is a great way to pick up the nuances of relating to donors. Or, check out the training available at your local AFP; join the organization, and go to as many classes as you can. Even if you have to pay for it yourself, it will be worth it. Some AFP chapters, like the one in Chicago, have formal mentoring programs where you can sign up to be paired with an experienced development professional who will guide you as your career develops. There are also some universities offering evening classes in development. Once you have found something that might be a good fit, prepare a proposal to your employer asking them to send you; if the budget doesn't allow it, again, consider paying for it yourself as an investment in your future career.

Question from Holly Hall, Chronicle:
    Scott: In your 20-year stint at Harvard Law School and now at Boston University, you must have hired dozens of major-gift officers. What do you look for in terms of their skills and qualifications? And what, if anything, is a real turnoff in a job candidate-other than job hopping?

Scott Nichols:
    Great question deserving a long answer. Let me try a short version. I generally look for a liberal-arts mentality combined with a generous dose of goal orientation. People who have broad knowledge, can relate to many different kinds of folks, who understand there is a goal to be achieved (a major gift), and who work hard are the kind I have found most successful. This is also a clue as to what kind of degrees are most valuable - broad educational ones as opposed to technical or professional degrees.

Question from Tom, CAC of NJ:
    Do you distinguish between the duties of a major-gift officer and planned-gift officer? Or do most organizations see them as one and the same and expect their major-gift people to be conversant in planned-giving instruments? Thanks.

Scott Nichols:
    While some organizations have tried blending the two completely, I don't believe it has been that successful. For one thing, it is important to have someone with advanced training on the planned-giving staff. We generally can't afford to educate all major gift staff to that level. In addition, I think there is a subconcious force at work where some planned-giving folks tend to bring up deferred giving too early in a relationship.

Question from Anonymous, Top-Tier U.:
    To what may a professional fund raiser aspire if they don't wish to supervise? Let's say an experienced fund raiser, pleased with her career and working environment, stays at a top-tier university long enough that the market passes her by. What is a reasonable salary range for a seasoned gift officer with a mature portfolio but no managerial duties? To be even more specific, let's say she's doing a fantastic job, her institution wants to keep her, and the region is a "high rent" major metropolitan area.

Lynda McKay:
    Many large nonprofit organizations have a created a role for their top major-gift officers in which they focus on major gifts without having to spend time on managerial and administrative duties and compensate them in a similar manner as senior managers in the group. I hesitate to give you a salary range, even within the parameters you have mentioned, because there are so many variables that go into compensation packages within different universities. Why don't you suggest to your supervisor that your contributions to the university are as significant as your peers who are managers (be prepared to be very analytical about this--with numbers, etc.) and you believe that your compensation should reflect this different career track? You can also try to make the same pitch to your Human Resources department and at least get them thinking about another career track for those in your situation and how they can reward them appropriately.

Question from Diane, Out of Work:
    I am a senior development officer from New York City who relocated to Seattle eight months ago. I have yet to find a job, even though I am willing to take less money. Previously, I've brought in the big money, and done the big asks, and I have been very successful. In Seattle they say this is who they want, yet when they hire, it is someone young, virtually no experience, unqualified, and from this area. They are not getting the money they want/need and there is big turnover. What can I do to find someone smart enough to understand that not being from here may be a positive, and age is not important? Thank you, Diane

Scott Nichols:
    Interesting and unfortunate. I would recommend using former mentors/bosses to contact organizations on your behalf. Most of us trust the network more than resumes. Large organizations, I find, especially appreciate having a variety of styles, ages, personalities and given the range of the donor-prospect pool.

Question from Eden Graber, consulting:
    I am someone with an extensive fund-raising background embedded in my work designing international arts education programs and then raising the money to implement them. I wish to make a shift, either to directing a nonprofit or pure fund raising. Have you any suggestions on this type of mid-career switch when the salary desired is in the low six figures?

Lynda McKay:
    It sounds to me like this isn't a huge switch if you have an extensive fund-raising background and are currently raising $ to implement your programs. The CEO of any nonprofit will spend a great deal of his/her time fund raising as well. For either direction, head of a nonprofit or back into pure fund raising, I would use all avenues of finding a new position: look at ads in your field, network extensively, send your resume to executive search firms that have a nonprofit practice so you are on their radar screen for future searches and write directly to organizations that interest you, so that you are on their radar screen also. However, before doing that, put together two resumes, one that demonstrates your executive leadership skills and accomplishments, and one that shows your fund-raising skills and accomplishments. It is often easier to make such a switch if you stay in the same sector, one that you know, the arts, but you should also consider related fields such as other cultural institutions.

Question from Scott Fortnum, Ducks Unlimited Canada:
    While I am used to getting regular calls from head hunters, I seem to be fielding more and more calls from U.S. search firms for senior positions with American organizations. (I am Canadian.) I am a 20-year veteran with an American master's degree and a CFRE, and a visa is not difficult for me to get. I am sure it is relatively easy for other Canadians as well. I am wondering what your thoughts are on the recruitment of Canadian fund-raising professionals for the U.S. marketplace?

Lynda McKay:
    Some of my clients are willing to consider candidates who are not U.S. citizens if they already have a work visa for the U.S. However, very few have been willing to go through the paperwork required to acquire that work visa for someone they hire. It may be a catch-22 (you need the job to get the visa), but you may want to see if you can get one on your own. Candidates who already have a work visa are not an issue for organizations at all.

Question from Julia Erickson, Mission Advancement Consulting:
    A coaching client of mine wonders how she can get the major-gift fund-raising experience she needs to get a major-gift officer job. She's asked to do volunteer work, but the groups aren't ready to use such a volunteer. She is a lawyer, has done lots of nonprofit volunteer work, and is pretty well connected. She gets interviews, but at the end, they say they need someone who has a track record. It's a catch-22. Help!

Lynda McKay:
    Has her volunteer work included serving on a board of an organization where she is expected to participate in fund raising as a board member? Most organizations want their board members to help cultivate and solicit gifts from their friends and others. Without quitting her day job, this is a way to show a demonstrable track record in major-gift fund raising. Ideally, as a board member, she will open doors for the paid staff, giving her a chance to go along on the calls, and learn how it is done. To me, someone who can show that they have done this successfully, and also possesses the basic skills necessary is worth considering as a major gift officer

Question from Karen, pursuing graduate degree:
    I am currently pursuing a master's in nonprofit administration so that I can return to the work that I found so rewarding earlier in my career, but at the executive level. Are nonprofits partial to certain programs at particular schools?

Scott Nichols:
    Graduate study is always a positive. However, the knowledge needed to be at an executive level is far more general than technical. The ability/need to analyze, verbalize, and write is paramount. I am partial to those who have broad, rich graduate educational experience though I would not deflect your path at all. The profession needs people like you who have studied our sector at an advanced level.

Comment from Carin Maher:
    If there is a way for you to refer that person from Seattle to me, I'd like to speak with her. I am an executive recruiter from a national nonprofit with some openings in Seattle. Carin Maher, United Jewish Communities at carin.maher@ujc.org.

Holly Hall (Moderator):
    We're now halfway through the hour with 30 minutes left to take your questions and comments. Keep 'em coming!

Question from Phil from Sustainable Harvest:
    What is the trend toward contracting with individual fund raisers or groups to solicit major donors, and what is the effect of the Internet and other communication changes on the workplace for fund raisers? In other words, is there a trend toward outsourcing and does it matter where the fund raiser's office is located?

Scott Nichols:
    I don't see outsourcing as a trend at all in education though it may be happening elsewhere. The Internet has been a great tool for sustaining relationships though it has underscored that personal, face-to-face contact is increasingly more effective.

Question from Phil from Sustainable Harvest:
    What is the trend toward contracting with individual fund raisers or groups to solicit major donors, and what is the effect of the Internet and other communication changes on the workplace for fund raisers? In other words, is there a trend toward outsourcing and does it matter where the fund raiser's office is located?

Lynda McKay:
    There are organizations who contract with consultants to come in and do the major-gift fund raising for them, especially during a capital campaign. However, success depends on the individual's ability to build a relationship with potential and current donors and that often takes time. Outsourcing this function requires that someone within the organization also be very involved so that the relationship stays with the organization and not with the individual. With regard to the Internet: I think it will be used increasingly for fund raising, especially for the younger generations who don't read mail solicitations and don't answer their phone. But this applies to small donations, major gifts are still a "contact sport," they are secured through building relationships and appropriately cultivating and soliciting prospective major-gift donors.

Question from Kevin Feldman, Bible League:
    Often I have seen capable major gift officers struggling to win large gifts. What are the top three tools that support staff can provide major gift officers to help them secure large gifts?

Scott Nichols:
    Terrific question. So few people focus on the crucial role that support staff play in this team enterprise. Picking only three is difficult. First, I would say that support staff are often key contact points with prospects and donors. Via telephone, e-mail, or other contact, they also are key to building great relationships. So they should be knowledgeable about who the top prospects/donors are and kept informed. Second, I find they are vital in helping gift officers to unshackle themselves from the desk. As the saying goes, a bad day on the road beats a good day in the office. So, they should help get the road warriors out for personal contact. And finally, support staff can (and almost always do) ensure that the crucial details of our work are done especially well.

Question from Tom Livers CFRE:
    How do you get the attention of recruiters?

Lynda McKay:
    Remember that executive search consultants are hired by organizations to fill specific openings, they do not work to place individuals in organizations. However, we are always on the look-out for strong candidates for our searches. To get on the radar screen of a recruiter, send them your resume with a letter indicating your salary range, willingness to relocate, desired next step in your career, and the sectors in which you wish to work. Most search consultants have pretty sophisticated databases these days, and they will add you to that database. When we get a new search, the first thing we do is review the resumes in our database for possible "fits" and contact those people to see if they would like to explore the position.

Question from Shlomo Gewirtz, Looking to become a Major-Gifts Fund raiser:
    Is a major-gift fund raiser expected to be able to walk into a room and solicit a big donation even if he has no previous relationship with the donor prospect? Do you do that, Scott?

Scott Nichols:
    No. If this ever worked, I would convert instantly. However, it does not. I always think of the analogy of walking up to a stranger at a party and asking them to marry you. Development is all about building careful, good, long-term relationships. Moves management theory, a fancy brand of cultivation thinking, holds that it generally takes 15-20 personal moves with a prospect before odds are reasonable that a major-gift ask can be successful.

Question from Sondra Dellaripa, ECHN Foundation, CT:
    I am often approached by recruiters to consider top positions at organizations in communities for which there is no basis for expecting large gifts. Either the culture of philanthropy has not existed within the organization, it is fairly young, or the community has not been cultivated. Indicators like a poor participation level in the annual fund, unengaged or dysfunctional board, failed capital campaign, all point to a poor prognosis. Indeed the organization is often simply looking to bring in a Hired Gun to make large-figure asks. How much do recruiters consider the ability of the organization they represent to be worthy of major-gift acquisition, before seeking successful major-gift professionals? It would seem addressing this with the organization before hiring a good person, would only serve to improve their odds! Throwing money at a problem will only increase the escalation of fees and turnover among fund raisers.

Lynda McKay:
    When we begin a new search, we ask questions to learn more about the situation facing the individual taking the job and often discover situations like you have described. The next question to ask is, "Does this organization wish to address this issue, and to put the resources (both $ and staff) necessary into the development function to address the lack of a formal, successful fund-raising program?" If the answer is "yes," then I see it as a great challenge for an individual who would like to come in, develop the board, get a strong annual fund going, etc. The individual who is willing to take that on, confident that they will have the support of the CEO and the board president, can look back at their accomplishments with real pride, and build their future career on their success. I like to think the workplace is like a game of golf, the hazzards and sand traps are just a part of the game, and we need to figure out how to play well in spite of them. No position will be perfect. The truly successful individual is the one who can face the obstacles and climb over them.

Question from Paul, 75-employee non profit:
    I am in the process of collecting applications for a director of development and I plan to interview local candidates first, since they know of our local funders and resources. If we don't find any good local candidates, do you have any advice for how to assess the quality of a candidate who lives several states away? What are key things to look for in the interview process? I am fortunate to have a lot of strong development professionals willing to sit on the interview panel, which will help!

Scott Nichols:
    For most of us, there are no brilliant insights into selecting personnel. Yet I am constantly amazed at one fundamental that we mess up during the hiring/interviewing process. This would be reference checking. And this goes beyond contacting those the applicant submits. For those more remote folks, it is imperative to speak with people who have actually witnessed the work and style of the applicant. Please be sure to call those not voluntarily submitted who have direct knowledge of the person's abilities, particularly for a position as important as director of development. Most of us learn this lesson the hard way. During the interview process, I truly like to have candidates visit one on one with staff who have very different styles. If they have the ability to do well across a big range, they will likely be effective, given the varied world of development. Good luck!

Question from Shlomo Gewirtz:
    I'm making a career transition from marketing and communications to fund raising. What criteria do you use for hiring someone for major gifts who doesn't have the track record?

Scott Nichols:
    Development is a tough enterprise to break into. Yet once you are in, there are few barriers to advancement, given the national shortage. Given the chicken or the egg problem (needing experience to "break in"), I suggest interning or volunteering as a way to show your abilities and commitment. It does not take us long to determine who gets it and who doesn't. However, there are not obvious backgrounds besides direct experience that help us hire the right folks. So, break in any way you can. One corollary: The first job should be all about working for a good boss who will teach you, not being at a fancy institution.

Question from Janine D'Anniballe, non-profit rape crisis center:
    Could you please give your thoughts on what is a reasonable salary for a Development Director in a small nonprofit whose operating budget is about $475,000?

Lynda McKay:
    That is a hard question to answer without knowing the geographic region and whether or not you are in a metropolitan, suburban, or rural area and what other expenses make up the budget. However, with a total budget of $475,000, and the fact that you are in community/social services, this position cannot pay as much as large organizations with more resources. For small organizations, I think development directors should expect to be able to raise at least three times their annual compensation to make their role worthwhile.

Question from Kevin Feldman, Bible League, Chicago, IL:
    I believe it is a frequent mistake that nonprofits make placing the whole responsibility of major-gift fund raising on the major-gift officer. I believe that this often leads to the failure of good and capable fund raisers. What advice could you give nonprofits on how to maximize the performance of their existing major-gift officers, thereby avoiding the long and expensive search for replacements?

Scott Nichols:
    I agree. Sounds like a whopper of a mistake to me. Successful major-gift work is a team sport. Major-gift officers need other team members, including the CEO, trustees, senior administrators and others, to be playing important roles in advancing the cases. This is where outside counsel can be especially helpful if others in the organization think major-gift work should only reside in the development office.

Question from Pam Mann, Community Service Center:
    Do you think that consultants will be able to "fill the gap" for the number of major-gift fund raisers needed?

Lynda McKay:
    Consultants who contract to do major-gift fund raising usually need to have experience and a track record. I would include them in the overall number of development professionals in the market because some move from consulting to an "inside" position and back to consulting, etc. Therefore, no, I don't think they can fill the gap. I also believe that internal employees still have to be involved in order to continue the relationship with the donor when the consultant leaves.

Question from Recruiter, Consulting Firm:
    What non-monetary rewards/incentives have you found to be most effective in terms of retention of top talent?

Scott Nichols:
    Corny as it sounds, I find that respect is most effective. People who believe they are important, are key players, and are taken seriously tend to not only stay but to actually be quite satisfied. One harsh reality these days is that there is always someone who will pay more. The intangibles and soft issues like work environment tend to counter the lure of big dollars elsewhere. And a liberal dose of fun at the office (e.g., TGIFs) really helps.

Question from Mike Donn, Verizon Communications:
    I am about to retire after 29 years at Verizon. I have years of customer contact and general negotiating skills. My formal education includes an MBA and a very recent master's degree in finance. I have been a volunteer fund raiser for the Jimmy Fund for almost ten years and have been considering fund raising for my next step. Given the limited background that I gave you about myself, do you see someone like me as a potential fund raiser in today's environment?

Lynda McKay:
    Yes, with some experience as a volunteer fund raiser, and assuming that you have the basic skills required for success (relationship builder, good listener, well-organized, strong communication skills, high integrity, stamina, entrepreneurial, presence, team player) you may be able to make a case for moving into fund raising. I would suggest that you do it through networking. It is usually difficult for an executive search consultant to convince a client to take a look at someone making a big career change because they have hired us to fill a very specific position and are usually looking for specific experience.

Question from Jason, large New England university:
    Scott, How do you stay competitive with your salaries so your best fund raisers do not leave?

Scott Nichols:
    Are you on my staff? This is a vexing question that faces all chief advancement officers and organizations these days. I am afraid the harsh reality for all of us is that there is always someone across town or across the country who will pay more. It is an arms race wherein all lose. Our only defense has been to recalibrate every few years by having consultants analyze our salaries against the market and then do an "equity adjustment." Usually the beginning and end of a campaign help convince presidents and boards that adjustments need to be made. The only other approach I have noticed is shrinking staff in order to redeploy salary money upward. But that is a difficult tradeoff.

Question from Meri, American Heart Association:
    Nonprofit organizations and fund raising are new arenas for me as a new recruiter for the American Heart Association - is there any advice you can give me on selecting really top candidates at all levels of fund raising, any ideas on alternative recruiting, and recruiting a diversified group of candidates?

Lynda McKay:
    Those questions will require an entire seminar! With regard to your selection process, evaluate individuals for their basic skills related to the position and their track record of accomplishments. Don't just look at their responsibilities in their past positions, but ask for significant initiatives and accomplisments. Ask behavioral questions to get at their "emotional quotient" and how they approach work. Alternative recruiting: Don't leave any stone unturned. Any relevant ad/web site geared to the specific position, employee referrals, and even direct sourcing can help. Diversity recruiting: There are Web sites that target diverse professionals in a variety of fields. Employee referrals work in this regard too.

Question from Roberta Cooke, volunteer:
    Do you usually ask a specific amount from a major donor or do you suggest a range? Thank you.

Scott Nichols:
    I think most experienced folks would strongly suggest using a specific number. Suggesting a range is almost always perceived as focusing on the miminum number in the range. There is something wonderfully straightforward about a specific number that people appreciate. Clarity and directness are essential. Be sure that the number is a stretch number. Remember that the worst answer to a solicitation is "sure." That means we have left money on the table that our organization sorely could use. We want folks to stretch so our number request should reflect that.

Question from Ricki Wasserman, United Jewish Communities:
    We are seeing more and more folks who desire to make a career transition from sales, marketing, etc., to the nonprofit/philanthropic community. While as recruiters, we understand the relationships and transferable skills that such professionals bring to the table, it is more difficult for us to make the case for these candidates to our hiring managers, excutives, and volunteer leaders. What has been your experience in making the case for a career transitioner, and what suggestions do you have to help our field understand how such career changers can become great fund raisers and development professionals?

Lynda McKay:
    I deal with this all the time. It helps if you set out the actual skills that make someone successful in a particular position and then show how a particular candidate has demonstrated that she/he has those skills. Ask behavioral questions, and train your hiring executives to do so as well. A little training of those who don't interview people all day can work wonders. And while you are at it, show them Holly's article in The Chronicle to impress upon them the need to be creative in your hiring.

Question from Catherine, international advocacy org.:
    Can you talk a little more about gift-officer retention strategies? At a certain point, I simply can't match the salaries offered by higher education and large hospitals. The idea of retention bonuses is very interesting. Do you have any other suggestions?

Scott Nichols:
    This is a great topic and worth lots of thought and attention. Again, there is always another outfit willing to pay more. Hence, I believe we should be talking to our people about five- year terms, hopefully renewed several times. While indenture is still illegal, it seems mutually beneficial to have such a game plan and "understanding" about progression and even compensation/promotion during such terms. Setting aside some healthy money that is only to be paid on the last day of the term appears to be working. I wish more folks would try it. One can also throw conferences, travel, and other possible perqs into a five-year plan.

Question from Kristen Rolph, Joslin Diabetes Center:
    In what publications or online vehicles/Web sites do development/major-gift officer candidates look for open positions?

Lynda McKay:
    There are many sites that individuals check, some are general, and some are for specific sectors. The Chronicle, of course, is one; AFP, is another general site as is Execsearches.com. If you are seeking someone with health care experience, AHP is good to use. CASE is good for the education sector. We have seven pages of sites that based on the position and the sector, we may recommend to our clients to help broadcast an opening. But remember, ads only reach those who are actively looking for a new position. Individuals who are content in their position usually do not peruse the openings.

Question from Maria Wanza Kanini:
    Hello, My name is Maria Wanza from Nairobi, Kenya. I do a lot of fund raising for the organization l serve. I also serve as the public relations officer in charge of project management.

As l read about today's discussion and went through Holly Hall's article on this same matter, l wondered: Do organizations actually hold fund raisers responsible when they don't meet their promised leads? If one has promised to bring in major gifts and they signed a contract, aren't they supposed to be held responsible for it? Thank you for taking my question.

Maria Wanza, Trans World Radio - Kenya

Scott Nichols:
    Maria, certainly a contract binds both parties. And chief fund raisers should be held accountable for fund-raising results. The problem is defining short-term versus long-term results. It is very dangerous to think in one-year goals for money since we are in the enterprise of building long-term relationships with our donors/prospects. Most of us think in three- to five-year goals for money measurements. Short-term goals are more appropriate for activity like visits, travel days, etc.

Question from Dani, Big-TimeU:
    I actually have quite the opposite problem as (out of work) Diane. I'm very young, but have more experience than the majority of my colleagues in our high-turnover environment. I began fund raising in a part-time, paid capacity while still in college. My obstacle is that, in my current job search, I'm finding my fund-raising experience as a student largely overlooked. How can I prove to potential employers that, while only part-time, this experience was valuable and credible?

Lynda McKay:
    Are you looking at entry-level positions in development? Even with your part-time experience while a student, don't attempt to enter an organization at a level that requires too much expertise and maturity, whether from relevant experience or transferable skills. Assuming that you are looking at appropriate positions, show the potential employer your accomplishments while a student in your part-time role. For example, if you were a student caller for the annual fund, show how many individuals you were able to get to talk to you, how many donations you were able to garner, especially if they were new donors to your college. Quantify your accomplishments as much as possible and make a case for having the necessary traits for success in development (see my answers to a few previous questions for those.)

Question from John, University, Lower-level :
    I transitioned to development from a prior career in government and had the pleasure of working with some groups where I fully believed in the mission and programs. Unfortunately, these were not financially secure or well-managed organizations, and I've had three jobs that disappeared from under me. My resume now looks like the "two-year wonder" you mentioned earlier. Obviously, I now understand the importance of doing due diligence on the financial condition of any potential employer, but what else can you suggest to help me address and overcome these blots on my resume and the misconceptions they produce?

Scott Nichols:
    Use those who know your true abilities and talents to introduce you to others. Most of us value testimonials from fellow professionals and will understand such circumstances as yours. Happy hunting!

Holly Hall (Moderator):
    Well, the hour is up, unfortunately. I want to thank both Lyn and Scott for their time and all of you out there who participated today. We have had some questions about continuing this discussion, and we may do so if interest warrants it. If you have thoughts about that or other suggestions for The Chronicle, please e-mail us at editor@philanthropy.com. Have a great weekend, everyone.