Attributes of High Achieving Fundraisers

1. Attributes of High Achieving Fundraisers Speakers: Dr Daniel McDiarmid FFIA CFRE Global Philanthropic Martyn Rogers FInstSMM FAIM MAHRI The Rogers Group And how to improve your own performance!

2. Attributes of High Achieving Fundraisers • What we set out to achieve • What we measured • What we found • What you can do to improve your performance

3. What we set out to achieve • To determine if there was a set of specific human attributes common to high achieving Fundraisers that:- • Is displayed consistently over time • Predicts high performance through its presence • Can be measured empirically • Can be emulated, learned or developed by others.

4. Three levels of appraisal • Level 1 – Appears to • Level 2 – Can Do • Level 3 – Will Do

5. Level 2 Level 3 Level 1 Appears To Three levels of appraisal • Appearance, poise & dress • Manners & expressiveness • Interests & goals • MINIMAL IMPACT ON PERFORMANCE IN THE JOB

6. Level 3 Level 1 Appears To Level 2 Can Do Three levels of appraisal • Knowledge & Skills • Training &Education • Experience • GREATER • IMPACT • Appearance, poise & dress • Manners & expressiveness • Interests & goals • MINIMALIMPACT ON PERFORMANCE IN THE JOB

7. Three levels of appraisal Level 3 Will Do Level 1 Appears To Level 2 Can Do • Knowledge & Skills • Training &Education • Experience • GREATER • IMPACT • Attitudes & beliefs • Internal motivation • Stability & persistence • Maturity • Intelligence • Aptitudes • Temperament • GREATEST IMPACT • Appearance, Poise & Dress • Manners & Expressiveness • Interests & Goals • MINIMAL IMPACT ON PERFORMANCE IN THE JOB

8. What we measured? • Intelligence • Temperament

9. The McQuaig Occupational Test® An indication of an individual’s mental agility A measure of the power and speed of general intelligence Normed at a senior, high intellect level

10. Temperament • The way we go about the execution of a task, project, or in fact our whole life, if we are left to our own devices • It fashions the way we apply our values, attitudes and beliefs, but does not alter them significantly • Studies show it to be a strong and valid predictor of success in work roles

11. The McQuaig Word Survey® an objective measure of an individual’s temperament

12. 90 80 70 60 50 40 30 20 10 0 What do the factors measure? Situational Real Graph Abbreviation Legend Do So Re Co Do So Re Co Above the 42 line Do = Dominant So = Sociable Re = Relaxed Co = Compliant 42 Below the 42 line Ac = Accepting An = Analytical Dr = Driving In = Independent Ac An Dr In Ac An Dr In

13. What do the factors measure?

14. What we found - mental agility • The median mental agility score for the Top 20% performers was 84th percentile • The same measure for the remainder was significantly lower at 65th percentile • 59% of the Top 20% performers were ranked as ‘well above average’ (40.7%) or ‘above average’ (18.2%) • 60% of the remainder were measured as ‘average’ or ‘below average’ and only 12.3% were ‘well above average’

15. What we found - mental agility • Only one high performer scored below the median at 49th percentile (and that was of course, also the lowest score) • 30% of the remainder scored below the median and the lowest score was 16th percentile • 6.7% were below 30th percentile and classed as ‘well below average’

16. What we found - temperament • CompetitiveGoal OrientedAssertive • OutgoingPeople FocussedEmpathetic • EnergeticUrgentDriven • PersistentTenaciousResilient Situational Real Do So Re Co Do So Re Co 90 80 70 60 50 42 40 30 20 10 0 Ac An Dr In Ac An Dr In

17. What you can do - Mental Agility • As a Fundraiser • Hone your mental agility • Use mental arithmetic instead of a calculator • Try your hand at Sudoko • Read more industry literature • Learn how to improve your IQ • Join a debating club • Have a go at a crossword or two! • As an Employer • Take proper measures to ensure you select naturally high intellect individuals • Ensure that the form of intellect has both power and speed.

18. What you can do - behaviour • Act more competitively • Learn to be more people focussed • Increase your restless drive • Think tougher

19. What you can do - behaviour • Act more competitively • Think Bigger • Set written business goals • Compete with a colleague • Set activity based targets • Have written personal goals • Monitor your own performance.

20. What you can do - behaviour • Learn to be more people focussed • Attend networking events • Study Emotional Intelligence • Poll other people for opinions • Practice your presentations • Improve your listening skills • Learn the art of inspiration • Ask for constructive criticism.

21. What you can do - behaviour • Increase your restless drive • Set shorter deadlines • Build an expectation of immediacy • Call your prospects to action • Eat well and drink less • Join the Gym!

22. What you can do - behaviour • Think tougher • Don’t take things personally • Know that failure is the route to success • Read ‘The Four Agreements’ by Don Miguel Ruiz • Never, never, never, never give up - (Winston Churchill) • No only means no today • Be more persistent.

23. Conclusions • High performers • Are exceptionally mentally agile, that’s power and speed of thinking together • Naturally display a distinct set of ‘success’ behaviours • The attributes are consistent, measurable and predictive • The remainder of the sample group as a whole • Displayed mental agility above the business norms • Indicated natural behaviours similar to the top performers only less distinct • For all Fundraisers • Greater success can be achieved by learning the skills of the top performers • Mental agility can be honed by practice and development • The ‘success’ behaviour set can learned and developed • For all Employers • Mental agility and a particular temperament pattern strongly predict performance excellence • The attributes required can be reliably measured with proprietary pre-employment testing tools

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