PSI Conference on Philanthropy June 26, 2018 Achieving Peak Performance: Building Productive Relationships with Donors and Colleagues PSI Conference on Philanthropy June 26, 2018 Dr. Bob Fogal, ACFRE, CAP© (ret.) 610-945-4955 Bob@FogalAssociates.com This presentation is for the exclusive use of participants in the 2018 PSI Conference on Philanthropy It is copyrighted material. Please do not distribute to others without permission.

Copyright 2018 by Robert E. Fogal Relationships OUTCOMES | ENERGIZED | MEANINGFUL | TRUSTWORTHY FUNCTIONAL RELATIONSHIPS PHILANTHROPIC RELATIONSHIPS FRIEND RELATIONSHIPS FAMILY RELATIONSHIPS PROFESSIONAL RELATIONSHIPS PERSONAL RELATIONSHIPS Copyright 2018 by Robert E. Fogal

Copyright 2018 by Robert E. Fogal Making Decisions How we see a situation Specific need General need How we use our judgment Institutional values Personal values Copyright 2018 by Robert E. Fogal

Copyright 2018 by Robert E. Fogal Institutional Values Specific Need Making Decisions General Need Personal Values Copyright 2018 by Robert E. Fogal

Gathering Information How We See the Situation Specific Need Practical facts Details Realities Past and present Specifics Ask “what” and “how” questions General Need Insights Patterns of ideas Possibilities Future Big picture Ask “why” questions Copyright 2018 by Robert E. Fogal

Gathering Information How We See the Situation Specific Need General Need Females 74.9% 25.1% Males 71.7% 28.3% Copyright 2018 by Robert E. Fogal

Making Decisions How We Use Our Judgment Institutional Values Impersonal analysis Objective information “Makes sense” “Testing” you Logic, not opinions Personal Values Values centered on people Impact on people “Feels right” Harmonious “How have others . . .” Copyright 2018 by Robert E. Fogal

Making Decisions How We Use Our Judgment Institutional Values Personal Values Females 24.5% 75.5% Males 56.5% 43.5% Copyright 2018 by Robert E. Fogal

Four Styles of Giving and Leading Precise Need General Problem ADMINISTRATOR Commitment to Organization (ST) STRATEGIST Commitment to Cause (NT) Institutional Values CAREGIVER Commitment to Caring (SF) IDEALIST Commitment to Community (NF) Personal Values Copyright 2018 by Robert E. Fogal

Four Styles Institutional Values Strategist Administrator Conceptual & Systematic Strategist Administrator Practical & Measurable Specific Need General Need Personal Values Realistic & Accepting Caregiver Insightful & Nurturing Idealist Copyright 2018 by Robert E. Fogal

Copyright 2018 by Robert E. Fogal Four Styles Administrator Strategist Women 18.5% 5.9% Men 41.7% 14.8% Caregiver Idealist 56.3% 19.2% 30.0% 13.5% Copyright 2018 by Robert E. Fogal

Expressing the Case Institutional Values Conceptual & Systematic Strategist Administrator Practical & Measurable The school aims to grow dramatically its capacity for digital learning. Doing so will strengthen its competitive position both educationally and financially. Specific Need General Need Realistic & Accepting Caregiver Insightful & Nurturing Idealist Personal Values Copyright 2018 by Robert E. Fogal

Copyright 2018 by Robert E. Fogal Expressing the Case Administrator Improve standardized math scores for 6th graders by 12 percent over the previous year Copyright 2018 by Robert E. Fogal

Copyright 2018 by Robert E. Fogal Expressing the Case Caregiver Provide a notebook computer for each 6th grader so each student has the opportunity to benefit from new digital learning programs in math and science Copyright 2018 by Robert E. Fogal

Copyright 2018 by Robert E. Fogal Expressing the Case Idealist Strengthen parent/school relationships to support 6th graders’ individualized learning experiences Copyright 2018 by Robert E. Fogal

Copyright 2018 by Robert E. Fogal Expressing the Case Strategist Meet the first year objectives in the school’s strategic plan to achieve long- term fiscal stability Copyright 2018 by Robert E. Fogal

Expressing the Case Your Case for Support Institutional Values Conceptual & Systematic Strategist Administrator Practical & Measurable Specific Need Your Case for Support General Need Realistic & Accepting Caregiver Insightful & Nurturing Idealist Personal Values Copyright 2018 by Robert E. Fogal

Copyright 2018 by Robert E. Fogal Expressing the Case The Big Questions Do prospects view the need in specific terms or in a more general way? Do prospects favor how people benefit or are they more interested in institutional benefits? Copyright 2018 by Robert E. Fogal

Copyright 2018 by Robert E. Fogal Expressing the Case Institutional Values What issues need to be addressed? Clarify problem(s) through impersonal analysis. What outcomes are desired? Explain goals and objectives. How will efforts to solve the problem be managed? Describe how results will achieve systematic benefits. What are the consequences of not acting? Talk about what is reasonable and just. Copyright 2018 by Robert E. Fogal

Copyright 2018 by Robert E. Fogal Expressing the Case Personal Values How are people affected by the problem? Express issues in terms of compassion and fairness. How will solutions to the problem support people’s needs? Describe how an outcome will impact people. Why are the proposed outcomes important? Discuss how solutions are sensitive to personal values. What will the donor achieve by contributing? Explain results in terms that respond to the donor’s personal sense of accomplishment. Copyright 2018 by Robert E. Fogal

Copyright 2018 by Robert E. Fogal Expressing the Case Specific Need What facts support the need? Identify the specific concern. Focus on concrete details and examples. What precisely is the situation? Practice step-by-step thinking. Answer what and how questions. What has your organization (or others) done to meet the need? Use experience to explain what is going on. What still has to be done? Describe the desired results in practical and immediate terms. Copyright 2018 by Robert E. Fogal

Copyright 2018 by Robert E. Fogal Expressing the Case General Need What possible ways are there to understand the problem? Use insights and imagination to provide information. What are the implications of the information you are sharing? Answer why questions. What actions (programs, activities, etc.) will meet the need? Point out future and long-range challenges. How do the desired outcomes connect with other issues and people? Focus on the global, using general terms. Copyright 2018 by Robert E. Fogal

Copyright 2018 by Robert E. Fogal Preference Scales Flow of Energy Extraversion ↔ Introversion Attitudes Gathering Information Sensing ↔ iNtuiting Perceiving Functions Making Decisions Thinking ↔ Feeling Judging Functions Lifestyle Judging ↔ Perceiving Copyright 2018 by Robert E. Fogal

Copyright 2018 by Robert E. Fogal Flow of Energy Where Do We Naturally Focus Our Attention? Extraverted Attitude—Introverted Attitude Extraverted Like to participate actively in a variety of tasks Often impatient with long, slow jobs Interested in the activities of work and how others do them Introverted Like quiet and private space for concentration Tend to be comfortable working on one project for a long time without interruption Interested in facts or ideas behind the work Copyright 2018 by Robert E. Fogal

Copyright 2018 by Robert E. Fogal Flow of Energy Where Do We Naturally Focus Our Attention? Extraverted Attitude—Introverted Attitude Extraverted Develop ideas by discussing them with others Like having people around and working on team Find phone calls a wel-come diversion when working on a task Introverted Develop ideas alone through reflection Like working by themselves or occasionally in small groups Find phone calls intrusive when concentrating on a task Copyright 2018 by Robert E. Fogal

Copyright 2018 by Robert E. Fogal Flow of Energy Where Do We Naturally Focus Our Attention? Extraverted Attitude—Introverted Attitude Extraverted Respond quickly without long pauses to think Communicate energy and enthusiasm Prefer face-to-face over written communication, voice over email Introverted Pause and reflect before responding Keep energy and enthusiasm inside Prefer written over face-to-face communication, email over voice mail Copyright 2018 by Robert E. Fogal

Copyright 2018 by Robert E. Fogal Flow of Energy Where Do We Naturally Focus Our Attention? Extraverted Attitude—Introverted Attitude Extraverted Introverted Females 52.5% 47.5% Males 45 .9% 54.1% Copyright 2018 by Robert E. Fogal

Copyright 2018 by Robert E. Fogal Life Styles How Do We Act Toward the Outer World? Judging Attitude—Perceiving Attitude Judging Work best when they can plan their work and work their plan Enjoy organizing and finishing tasks Decide quickly in the desire for closure Perceiving Want flexibility in their work Enjoy starting tasks and leaving them open for last-minute changes Postpone decisions because of search for options Copyright 2018 by Robert E. Fogal

Copyright 2018 by Robert E. Fogal Life Styles How Do We Act Toward the Outer World? Judging Attitude—Perceiving Attitude Judging Seek structure and schedules Overlook tasks not on a schedule Use lists to prompt action on specific tasks Perceiving Adapt to changing situations; feel restricted with too much structure Overlook schedules Use lists to remind them of possible things to do when time allows Copyright 2018 by Robert E. Fogal

Copyright 2018 by Robert E. Fogal Life Styles How Do We Act Toward the Outer World? Judging Attitude—Perceiving Attitude Judging Dislike surprises and want advance warning Want to hear about results and achievements In meetings, concentrate on task completion Perceiving Enjoy surprises and adapt to last-minute changes Want to hear about options and opportunities In meetings, concentrate on the process being used Copyright 2018 by Robert E. Fogal

Copyright 2018 by Robert E. Fogal Life Styles How Do We Act Toward the Outer World? Judging Attitude—Perceiving Attitude Judging Perceiving Females 56.2% 43.8% Males 52.0% 48.0% Copyright 2018 by Robert E. Fogal

Copyright 2018 by Robert E. Fogal Relationships OUTCOMES | ENERGIZED | MEANINGFUL | TRUSTWORTHY FUNCTIONAL RELATIONSHIPS PHILANTHROPIC RELATIONSHIPS FRIEND RELATIONSHIPS FAMILY RELATIONSHIPS PROFESSIONAL RELATIONSHIPS PERSONAL RELATIONSHIPS Copyright 2018 by Robert E. Fogal

Integrity in Philanthropic Relationships Have outcomes [T-F] Are energized [E-I] Are meaningful [S-N] Are trustworthy [J-P] Copyright 2018 by Robert E. Fogal

Copyright 2018 by Robert E. Fogal Dynamics of Type No organization can function well without a sense of direction and purpose No person can be effective or consistent without one of the functions taking the lead The two middle preferences (SN and TF) are called functions. In all types, one of these functions takes the lead—it is the dominant function 1 = dominant 2 = auxiliary 3 = tertiary 4 = inferior Copyright 2018 by Robert E. Fogal

Order of Preferences (1) 1 = dominant 2 = auxiliary 3 = tertiary 4 = inferior ISTJ 1. SENSING 2. THINKING 3. FEELING 4. INTUITING ISFJ 2. FEELING 3. THINKING I E INFJ 1. INTUITING 4. SENSING INTJ ISTP 1. THINKING 2. SENSING 3. INTUITING 4. FEELING ISFP 1. FEELING 4. THINKING INFP 2. INTUITING 3. SENSING INTP Copyright 2018 by Robert E. Fogal

Order of Preferences (2) 1 = dominant 2 = auxiliary 3 = tertiary 4 = inferior ESTP 1. SENSING 2. THINKING 3. FEELING 4. INTUITING ESFP 2. FEELING 3. THINKING E I ENFP 1. INTUITING 4. SENSING ENTP ESTJ 1. THINKING 2. SENSING 3. INTUITING 4. FEELING ESFJ 1. FEELING 4. THINKING ENFJ 2. INTUITING 3. SENSING ENTJ Copyright 2018 by Robert E. Fogal

Integrity in Philanthropic Relationships Philanthropy professionals practice integrity . . . by growing our personal styles by learning to use our nonpreferences effectively Copyright 2018 by Robert E. Fogal

Integrity in Philanthropic Relationships Growing a genuine and more holistic personal style . . . enables us to engage colleagues’ and constituents’ philanthropic values and behaviors in terms that are most meaningful to them Copyright 2018 by Robert E. Fogal