Event Category: Free For All-Inclusive

Flexing Your Approach with Different Direct Reports 

If you support more than one person, you’ve likely already learned that what might work with one person, might not work for another.  In this discussion, we’ll explore what “flexing your approach” looks like with different direct reports.  For example, some might respond better to direct communication, others might need time to process a new idea, or some might benefit from more brainstorming space, etc. We’ll give you the space to think through your own unique context.   

Making it Work When You Don’t Get Along with a Direct Report

It’s ok to accept the fact that you might not become lifelong friends with a direct report, but what do you do when you really struggle to get along with them?  Personality and work styles aside, you’ll still need to continue to supervise that person in a fair and supportive way.  In this discussion, we’ll explore ideas for how to keep things professional and supportive despite differences. 

Managing Up, Down, and Across

No one supervises in a vacuum.  Supervision involves people, so it’s inherently messy and relational at its core.  We all report to people above us, work alongside peers at our level, and support people below us.  In some ways, our direction and success are dependent on how well we navigate information flow, strategy, and implementation among these levels.  In this discussion, we’ll unpack what it looks like to manage up, down, and across.

Making 1:1 Check-ins More Effective

How do you spend the time in your 1:1 check-ins?  What makes them hard or what could make them more productive?  In this discussion, we’ll gather ideas and strategies from the group on how we’ll unpack one of the most basic, important, and sometimes challenging tools we have – the check-in.    

The Mindset Shift in Becoming a Supervisor

Becoming a supervisor requires shifting your mindset from an individual contributor to someone who must also create an environment that will enable other’s success.  This requires a mindset shift.  You don’t want to lose sight of your own preferences and unique skillsets but now, your work must also be driven by what is best for your team, unit, or institution.  You might also be supervising former peers or have to enforce policies that you don’t agree with.  In this discussion we’ll unpack some of the key mindset shifts supervisors face and create the space for you to reflect on how they’ve shown up for you.   

How You Want to Show Up as a Supervisor

Some people may have intentionally sought out supervision. Others may have fallen into that path.  Regardless, how many people ask themselves what kind of a supervisor they want to be? In this discussion, we’ll create the space for you to think about what kind of supervisor you want to be.  We’ll explore questions like:   

ENCORE + Live Q&A: Connecting Values to the Gift: Strategies to Incorporate Families into Your Fundraising Goals

The donor’s legacy and philanthropic goals need to be carried on through their gift to your institution. Before a formal proposal is presented, or prior to a meeting that focuses on outlining the gift agreement, you need to connect the donor family’s values to your institutional goals. This process begins by aligning family engagement strategies into your institutional fundraising goals. Join us in this third installment of our Family Giving Series to potentially unlock millions of dollars in giving by building upon your approach to cultivation and stewardship with your most loyal and engaged families. By drilling into the core value of what a family holds dear, you will be able to continue deep philanthropic partnerships with donor families for generations to come.

ENCORE + Live Q&A: Equipping Gift Officers to Facilitate Conversations Among Multi-Generational Families

The exercise of facilitating philanthropic conversations around values with the families you engage with is essential for the long-term philanthropic viability of your institution. However, gift officers are often not trained for this unique approach to fundraising that focuses on the family. Instead, they may often feel a natural hesitation to insert themselves into these intimate conversations—especially when there are unknowns involved, so as a result they end up forgoing relationship-building among multiple generations of the same family.    Equipping a gift officer with the knowledge of why this approach is important—and not extraneous work—can lead to more creative and meaningful gifts, trusted relationships, and a wider variety of natural opportunities for follow-up.  Join us in this second training within a three-part Family Giving Series to learn how to navigate the different perspectives and unique goals among a multi-generational family by helping them align their values to benefit your institution and increase philanthropic engagement. 

ENCORE: The Role of Philanthropic Conversations in Families

Transferring values, not just dollars, is the essence of philanthropic conversations in families. These conversations rarely occur with families who have the actual capacity to give, however. Whether your alumnus identifies as middle-class or is part of a family with a long-storied history with your institution, cultivating conversation among their closest familial ties is often the missing link when developing strong and sincere relationships with multiple generations. Join us in this first of a three-session series on family giving. In this training, you will gain insights into the role of philanthropic conversations within families and why it is important to bring institutional values into the familial relationships you’re stewarding.

Encore: Keys to a Successful Relationship Between Deans and Development Officers

Philanthropy is critical to helping institutions meet their academic missions, and at its core, it is all about building and maintaining relationships. Although fundraising is just one of the myriad responsibilities overseen by an academic dean, the development officer is a key partner in assisting the dean in achieving those fundraising goals. To find success in academic fundraising, the relationship between an academic dean and a development officer must be one built on mutual respect, trust, and clear communication. Successful fundraising teams develop complementary skills that, when combined, are more effective than the skills of one individual. Through this three-hour virtual training, you will be able to better prioritize fundraising goals as a dean and development officer team. You will learn how to build trust and set expectations with mutual fundraising goals in mind, establish a process to effectively move donors through your pipeline, and practice essential skills such as making an ask.

Loading survey...