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Live Events

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:   

Intentional and Strategic Management of Alumni Volunteers

Alumni volunteers are valuable to institutions in both their service and giving power, as they tend to give 10 times more than non-volunteers over their lifetimes. Their generous contributions of both time and treasure are often indispensable to institutions, and they can play a pivotal role in fostering a culture of philanthropy for your campus community.  However crucial their efforts are in advancement shops, managing volunteers also poses unique challenges. First, it can be difficult, at times, to manage people who are not officially employed by the institution and who have their own motivations. Secondly, it’s an ambitious undertaking to align volunteer efforts with the mission of the institution while also creating a cohesive experience across different types of volunteers to ensure that everyone is working towards a shared goal.  For volunteer managers like yourself, you are likely aware of the volunteer engagement cycle, which includes six important phases: planning, recruiting, onboarding/training, managing relationships/information, evaluating, and recognizing your volunteers. Our three-day conference is specifically designed for volunteer managers in higher education who want practical takeaways to help them to intentionally and strategically manage volunteers throughout the six phases of the volunteer engagement cycle. This hands-on conference will prepare you to […]

Intentional and Strategic Management of Alumni Volunteers

Alumni volunteers are valuable to institutions in both their service and their giving power, as they tend to give 10 times more than non-volunteers over their lifetimes. Yet, however crucial their efforts are in advancement shops, managing volunteers also poses unique challenges—like dealing with volunteer motivations and aligning volunteer efforts with your mission.  Our three-day workshop is specifically designed for volunteer managers in higher education who want practical takeaways to help them to intentionally and strategically manage volunteers throughout the six phases of the volunteer engagement cycle, covering:   This hands-on workshop will prepare you to return to your campus with a comprehensive toolkit, strategy, and a new level of intention when working with your volunteers. 

Achieving your Career Goals with an Executive Coach

Are you seeking strategies for challenging conversations and getting buy-in from stakeholders? Are you trying to plan for career advancement but struggling with learning new skills and how to position yourself? Are you looking to develop yourself as a professional but are challenged by a new role and little guidance? Come learn how working with an Academic Impressions executive coach can help you to “unlock” the key to solving the myriad challenges of working in higher education.   By attending this free webcast, you as a leader will understand how working with an executive coach gives you that “ace in your pocket” to stretch yourself for the career you were meant to have. We’ll highlight the benefits you will realize with a coach, including strategies to align personal aspirations with career goals, and how to capitalize on your strengths. 

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.