Characteristics of a Good Team Donald R. Gray Advancement Academy Conference April 28, 2003

Donald R. Gray--The Development Team The Total Development Team The president The central development office The dean The dean’s development officer The faculty The students The rest of the staff The volunteers and givers

Donald R. Gray--The Development Team The President The ultimate authority Has power and responsibility to set overall institutional development goals In confrontation, President wins Challenge to rest of team: –learn to work with president –convince him that your development objectives help accomplish his institutional goals

Donald R. Gray--The Development Team The Central Development Office Responsible to the President Their goals are the President’s goals Should provide support for rest of the team Challenge to rest of team: –Must learn to work with the Central Development Office –In confrontation, these folks normally support the President

Donald R. Gray--The Development Team The Dean Provides vision for his/her constituency Develops constituency needs to fulfill President’s goals Determines how development can help achieve these needs Often more visible than the President With active advisory board, the most powerful force for good development Seldom has any training in development Perhaps most stressful job on team

Donald R. Gray--The Development Team The Development Officer The dean’s development “quarterback” Primary responsibility to strategically plan & facilitate relationship management Always thinking about next move for each major gift person in the Cycle Helps determine best team member to use for each move Must use Dean strategically & not waste time Coordinates (diplomatically) all other team members

Donald R. Gray--The Development Team The Alumni Office Often entry point for alumni in getting involved in university Know more about collective alumni than anyone else on team Sometimes called “friend raisers” while development called “fund raisers.” Phony distinction; all part of same team Critical in pointing out points of opportunity for development people (identifying prospects) Great at helping make initial contact

Donald R. Gray--The Development Team The Faculty and Dept Heads Don’t overlook this group’s importance Use selectively when in best interest of project Knows more about individual projects than anyone else on team Often not aware of others’ projects Must have confidence in Dean and Development Officer

Donald R. Gray--The Development Team The Students Often of most importance to donors and prospects Your best on-campus ambassadors Donor experience while in school reflected in lives of current students Use them for all on-campus events, board meetings, classes,...

Donald R. Gray--The Development Team Staff, Volunteers, Board Members Can be vital for individual prospective givers Must use them Must have something useful for them to do Don’t waste their time Use your advisory board Don’t overlook receptionist, assistants, maintenance staff,...

Donald R. Gray--The Development Team Obstacles that sabotage the team: “development disabilities” Pessimism Public Laundering of Internal Conflicts Bureaucracy Rogues Possessiveness: Concept of “my prospect” Lack of meaningful communication Mistrust between any two levels

Donald R. Gray--The Development Team Deans who like development say... “One of the best parts of the job” “Everyone out there loves me, …” “There’s no other way to get what I need for my school or college” “There’s no better way to get to know my most successful alumni” “It’s a challenge worth the effort”

Donald R. Gray--The Development Team Dean’s who don’t like development say... “I just don’t have the time” “This is not a Dean’s job” “I don’t like to ask anyone for money” “That’s what my development office is supposed to be doing. Just show me the money.” “Just have your campaign and give me my share”

Donald R. Gray--The Development Team The Dean/Development Officer Partnership: Some random thoughts and suggestions Cultural compatibility Respect for each other’s time (esp dean’s time) Close and frequent communication –at least fortnightly (every other week) –tight agenda focusing on dean’s priorities –always includes review of next moves for major givers Open and honest dialogue Clear expectations both directions Ideally, a complement of skills & traits

Donald R. Gray--The Development Team Exercise: Rate self, supervisor, & associate on: CONSIDERATION: If you always consider other people’s opinions, needs, and desires before your own, you’d be rated a “10”. If you just don’t give a darn about how others feel, then you are a “0”. Rate yourself and your dean or development officer on this 0-10 scale. COURAGE: If you plunge right into unknown waters without regard for the consequences, have no fear of either danger or rejection, then you are a “10”. If you cower under nearly all situations, fearing for either your safety or self-image, then you are a “0”. Rate yourself and your dean or development on this 0-10 scale.

Courage/Consideration Rating My RatingPartner Rating COURAGE CONSIDERATION 0 = lowest possible rating 10 = highest possible rating

Courage/Consideration Development Profiles Courage Consideration5 10 III IIIIV - no/few results - no friends/no donors - little/no activity - descriptors - incompetent - dead weight - counterproductive - some results - offended givers - lots of activity - descriptors - pushy - offensive - used car salesman - some results - confused givers - lots of calls/few “moves” - descriptors - nice person - good friend - professional wimp - good results - joyful givers - lots of activity - descriptors - professional - successful - respected - trustworthy