Author: Kenneth Soldink

Identifying the Key Characteristics of True Philanthropists

by Jim M. Langley

No matter what the size or budget of the advancement operation, there always seems to be more prospects than we have the time or resources to pursue. That’s why it’s important to focus whatever resources we have on our most promising prospects.  The more time we spend with the truly philanthropic, the more our efforts will pay off. While we have more research than ever before at our disposal, we gravitate too often to the allure of conspicuous consumption – those with grand homes in grand places – than to search for the far more likely prospect, the quiet, unassuming “millionaire next door.” True philanthropists live below their means. They don’t allocate all their earnings to themselves or to maintaining a particular lifestyle. They believe that they are lucky, or privileged, or blessed to have what they have. And because they see themselves as beneficiaries of the American Way, or of the sacrifices of parents, or the generous mentoring of others, or God’s grace, they resolve to share their fortune with others. However, they do not give out of gratitude alone. Gratitude creates a philanthropic heart but true philanthropists seek to make a definable difference in a particular area of […]

Scripting for Acquisition Calls

by Jessica Neno Cloud, CFRE

A SERIES ON DONOR ACQUISITION FROM JESSICA NENO CLOUDThis is the third in a series on donor acquisition by Jessica Neno Cloud, CFRE, the author of Successful Fundraising Calls: A Phonathon Scripting Workshop. Cloud is the assistant director for fundraising initiatives and planned giving at the University of Southern Mississippi Foundation. She practices evidence-based fundraising with a focus on return on investment, and has a variety of innovative and effective techniques to share. You may also be interested in the other articles in this series: A Quick Assessment for Your Phonathon ScriptsHow Data Mining Can Increase Direct Mail AcquisitionHow Data Mining Can Increase Phonathon Acquisition To complete this series on acquisition strategies, I want to look at the art of scriptwriting for acquisition (as opposed to the science of data mining). I’ll offer specific tips for: Use Different Language for Acquisition Scripts My first rule of thumb for acquisition work is simple: Don’t use the language of “non-donor,” especially with student callers. Name these segments “future donors” or “yet-to-gives,” and reform your own habits to always use the new, more optimistic name. Psychology and expectation deeply affects fundraisers and we should not be tricking ourselves into believing that these prospects are truly […]

Strategies for Managing Your Enrollment Funnel

by Stefanie Niles (Hollins University), Jeff Papa (SimpsonScarborough), and Patrick Cain (Academic Impressions) Enrollment management in higher ed has never been more complex. For many colleges and universities, technology has allowed for an exponential growth in student applications. This has redefined enrollment funnels and has made recruitment more challenging for modern enrollment professionals. Both Stefanie Niles, vice president for enrollment and marketing at Hollins University, and Jeff Papa, president of SimpsonScarborough, have seen these challenges firsthand. In this interview, they offer tips and practical suggestions for managing your enrollment funnel, including: Managing your data effectively Updating your recruitment tactics based on your most critical data Leveraging relationships with three critical stakeholders to improve recruitment Data Pitfalls to Avoid Patrick Cain: What do you see as the biggest data pitfall institutions continue to fall into when recruiting? Perhaps it’s how the data is accessed? Or a piece of data that has become more and more irrelevant? Or even how institutions continue to analyze data a particular way that is ineffective? Stefanie Niles and Jeff Papa: Some institutions have a scarcity of data and are unable to make informed decisions.  Others have an abundance, but can’t access or report it properly. Technology […]

Advancement/Academic Partnerships: Using a Team Science Model to Fund Research

by Ed Mason

A SERIES ON INNOVATIONS IN FUNDING ACADEMIC RESEARCH Ed Mason, president of EMNR & Associates, is writing this series to assist academic leaders in finding creative strategies to merge public/private funding for existing and new research initiatives. Mason has studied an array of collaborative partnerships between the two offices most focused on external funding (the development office and research & grants), and he will be sharing some of the models he has observed, as well as directions for the future. We hope you will join us for this innovative series: In the traditional model for funding academic research at universities, multiple offices and departments interact with faculty in the administration of grants and gifts from external donors. Commonly, these offices do not interact frequently or communicate effectively with each other, which tends to create a “silo” effect. By moving instead to a team science model for defining and funding research initiatives, you will: What is Team Science, and What Does it Mean to Researchers and Development Officers? Team science is a proven model that creates partnerships between researchers, advancement professionals, and other key stakeholders at your institution. It involves developing strong collaborative teams who will be able to compete and successfully procure funding for high-priority research […]

Soft Skills for Managing Capital Projects: Leadership

A CONTINUING SERIES ON PROJECT MANAGEMENT FOR CAPITAL PROJECTS IN HIGHER ED by Mark Hartell, Capital Projects Consultant In the opening article of this series, I argued that project management soft skills are critical to the success of capital projects. We don’t build classrooms, libraries, labs and data centers for themselves; we build them for the programs and services they enable. Projects and managers that don’t attend to soft skills may sometimes meet the hard capital budget and deadline measures but will almost certainly fall short on the essential development and enhancement of internal organization and people capabilities. A narrow “hard skills” focus on the budget and deadline can adversely affect operational budgets in unforeseen ways and lead to poor long term design choices making it more difficult for the organization to meet the service needs of customers/students/faculty etc. Over the next few articles we will look at the five key soft skills needed for success: leadership, communication, influence, team building and creativity. We will look at how we can define each one, why it is important, and how you can apply it. What Is Leadership? What is leadership?  My favourite definition comes from Kevin Kruse – author, speaker and Forbes […]

Successful Task Forces Deal Effectively with Underperforming Members

<- back to the main page of this report THIS IS ONE CHAPTER IN A FULL REPORT ON TASK FORCES IN HIGHER ED Academic Impressions has conducted a survey of 300 higher-ed professionals, and what we learned about task forces and committees in higher education was both revealing and powerful: On July 9, we shared an executive summary with you From July 10 – July 23, we are sharing practical strategies for improving your task forces to ensure they provide the outcomes you need. See the end of this article for a complete list. We hope you find this report useful and share it with your colleagues! by Amit Mrig (Academic Impressions) and Patrick Sanaghan (The Sanaghan Group) No matter how carefully individual members are selected, it’s inevitable that from time to time, task forces and committees will be forced to confront members who are not carrying their weight. How these situations are handled will speak volumes to what kind of end result these groups will be able to achieve. Establishing clear expectations and holding members accountable for their performance is the only way to achieve results that are worthy of the members’ commitment. And addressing the underperformance in responsible and timely ways will only serve […]

Effective Task Forces Follow Through on Recommendations

<- back to the main page of this report THIS IS ONE CHAPTER IN A FULL REPORT ON TASK FORCES IN HIGHER ED Academic Impressions has conducted a survey of 300 higher-ed professionals, and what we learned about task forces and committees in higher education was both revealing and powerful: On July 9, we shared an executive summary with you From July 10 – July 23, we are sharing practical strategies for improving your task forces to ensure they provide the outcomes you need. See the end of this article for a complete list. We hope you find this report useful and share it with your colleagues! by Amit Mrig (Academic Impressions) and Patrick Sanaghan (The Sanaghan Group) If the first seven keys to effectiveness are followed, the task force or committee is usually successful. But there is one more step that can make a real difference. For task forces that have a finite ending date or milestone, it’s important to think ahead to the impact of their decisions including: cutting costs, cutting people, and changing policies or protocols. This will give some weight to the recommendations, so that the final decision-making person or body inherits a set of recommendations that have been fully vetted and […]

Effective Task Forces Don’t Let Politics Unduly Influence the Work

<- back to the main page of this report THIS IS ONE CHAPTER IN A FULL REPORT ON TASK FORCES IN HIGHER ED Academic Impressions has conducted a survey of 300 higher-ed professionals, and what we learned about task forces and committees in higher education was both revealing and powerful: On July 9, we shared an executive summary with you From July 10 – July 23, we are sharing practical strategies for improving your task forces to ensure they provide the outcomes you need. See the end of this article for a complete list. We hope you find this report useful and share it with your colleagues! by Amit Mrig (Academic Impressions) and Patrick Sanaghan (The Sanaghan Group) There is no way to eliminate the reality of institutional politics, but their impact can be mitigated. The best place to start is to follow the previous five keys to committee and task force effectiveness. This is because: Committees without clear purpose are much more likely to be unduly influenced by those with hidden agendas. If the quality of the individual members is not worthy of the purpose of the task force, they may succumb to peer influence. If information about the task force’s work isn’t widely and […]

Effective Task Forces Manage the Process, Not Just the Task

<- back to the main page of this report THIS IS ONE CHAPTER IN A FULL REPORT ON TASK FORCES IN HIGHER ED Academic Impressions has conducted a survey of 300 higher-ed professionals, and what we learned about task forces and committees in higher education was both revealing and powerful: On July 9, we shared an executive summary with you From July 10 – July 23, we are sharing practical strategies for improving your task forces to ensure they provide the outcomes you need. See the end of this article for a complete list. We hope you find this report useful and share it with your colleagues! by Amit Mrig (Academic Impressions) and Patrick Sanaghan (The Sanaghan Group) The second biggest challenge for task forces identified in our survey was ineffective group process. If the committee doesn’t pay enough attention to the group dynamics and process, it won’t be successful, no matter how smart the individual members. Successful task forces: Build relational capital, provide a safe space for brainstorming, and encourage risk taking Establish an intentional plan for communicating with committee members Communicate clearly and regularly with the rest of the campus community Outline a clear process for decision making Creating a Safe Space Special attention […]

Effective Task Forces Put the Right People in the Right Seats

<- back to the main page of this report THIS IS ONE CHAPTER IN A FULL REPORT ON TASK FORCES IN HIGHER ED Academic Impressions has conducted a survey of 300 higher-ed professionals, and what we learned about task forces and committees in higher education was both revealing and powerful: On July 9, we shared an executive summary with you From July 10 – July 23, we are sharing practical strategies for improving your task forces to ensure they provide the outcomes you need. See the end of this article for a complete list. We hope you find this report useful and share it with your colleagues! by Amit Mrig (Academic Impressions) and Patrick Sanaghan (The Sanaghan Group) As Jim Collins famously discussed in his book Good to Great, the most important decisions that organizations make are personnel decisions. In the case of committees and task forces, the credibility of the task force members will make or break their work. This is especially true of the chair or co-chairs for the task force. These individuals must be chosen for their integrity, reputation, and work ethic. The chair or co-chairs can’t be an official appointment made just because someone happens to have a certain title or position. […]