Presents a frank discussion on the serious concerns and vexing challenges closely tied to the persuasive arts resource development professionals must use to strengthen their organization. Contributors delve beyond surface issues of communication challenges to find the core themes of vision and mission, and argue that transformational leadership skills are needed to overcome all challenges. Topics addressed from this pioneering perspective include awareness of our nation’s changing demographics, the CEO-CDO relationship, and working effectively with board members. Explaining how things ought to be and persuading key stakeholders to do the right things can result in fundraisers only lecturing others on what should, must, ought to, and needs to be done. The information and advice in this book will help fundraisers move beyond the lecture to leadership skills that can dramatically increase their institutions’ contributed income while also building enduring, values-based relationships that achieve significant aspirations and enhance people’s lives.
This is the 44th volume of the quarterly series New Directions for Philanthropic Fundraising.
|Series:||J-B PF Single Issue Philanthropic Fundraising Series , #12|
|Product dimensions:||5.94(w) x 9.07(h) x 0.31(d)|
Table of Contents
Editor’s Notes (Stanley Weinstein).
1. Transformational leadership and the resource development professional (Stanley Weinstein) Resource development professionals become transformational leaders when they inspire others to act in a concerted way to build enduring, values-based organizations while achieving significant shared aspirations.
2. The case for diversifying: Beyond the usual suspects (Calinda N. Lee) Transformational leaders recognize that the prospect pool is not static. Evolving demographics dictate that development professionals learn new skills, embrace diversity, and respond to the rich mosaic of our communities. Doing so will help us break through old paradigms and expand the donor base.
3. The CEO-CDO relationship: In the groove or in the tank? (Michael L. Gaylor) Transformational leadership is a team activity. One of the most important relationships is that between the chief executive officer and the chief development officer. This chapter explores likely sources of tension as well as opportunities for cooperation between the two as they work to define a visionary future for the nonprofit organization.
4. Helping board members understand their roles (Lona M. Farr) Board members play crucial roles in the resource development process. Their most important task is ensuring that the organization is well governed and worthy of support. However, board members also help with fundraising in a number of ways. This chapter explores strategies for helping them to understand and be effective in resource development.