When Best Practices Go Bad [Worst Practice #1]
Posted on May 4th, 2018
- The notion that campaigns for annual/major/planned giving is the only way.
- The notion that the best leaders rise only from specialists.
- When you meet a donor who gives every way, why would your boss need to send three specialists -- separate gift officers to solicit unrelated separate annual, major and planned gifts?
- Notice the toxicity of separated, fragmented, compartmented goals and mediocrity.
- Instead, resist the notion that the institution is always greater than the donors.
- Even if that’s true, an enlightened generalist sees the trap of it.
- Value all the constraints on you. Push through to new insight on what’s possible.
- Pay attention. The key to flying: the thing you push against is the thing that lifts you up.
- Enlightened generalist sees “mastery" differently.
- Mastery becomes a journey beyond specialization, narrow domain skills and transaction.
- Instead of getting what you can in the moment, you see possibilities for transformation in every gift, and in every donor that you meet.
- You experience the three kinds of transformation: that of the donor; that of the institution; and, the most rare, that of yourself, as gift officer.
- You, as an enlightened generalist can be that fully-present gift officer who can hear the aspirations of all donors - and in each particular donor - to reach their the highest level of impact. And aim for that donor's impact to begin now.
- Leadership will one day rise above the heap of specialists, shouldn't it? Rather, move past narrow domain knowledge to a broader landscape where each opportunity may be treated as a rich challenge to move beyond yourself, as institution, donor and gift officer.