1. 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.)
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.

2. 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

3. 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

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

5. 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

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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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

19. 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

20. 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

21. 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

22. 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

23. 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

24. 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

25. 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

26. 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
Introverted
Pause and reflect before responding
Keep energy and enthusiasm inside
Prefer written over face-to-face communication, over voice mail
Copyright 2018 by Robert E. Fogal

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

28. 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

29. 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

30. 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

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

32. 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

33. 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

34. 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

35. 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

36. 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

37. 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

38. 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