Characteristics of a Good Team

1. Characteristics of a Good Team The Development Team Donald R. Gray Advancement Academy Conference April 28, 2003

2. The Total Development Team • The president • The central development office • The dean • The dean’s development officer • The faculty • The students • The rest of the staff • The volunteers and givers Donald R. Gray--The Development Team

3. The President • The ultimate authority • Has power and responsibility to set overall institutional development goals • In confrontation, President wins • Challenge to rest of team: • learn to work with president • convince him that your development objectives help accomplish his institutional goals Donald R. Gray--The Development Team

4. The Central Development Office • Responsible to the President • Their goals are the President’s goals • Should provide support for rest of the team • Challenge to rest of team: • Must learn to work with the Central Development Office • In confrontation, these folks normally support the President Donald R. Gray--The Development Team

5. The Dean • Provides vision for his/her constituency • Develops constituency needs to fulfill President’s goals • Determines how development can help achieve these needs • Often more visible than the President • With active advisory board, the most powerful force for good development • Seldom has any training in development • Perhaps most stressful job on team Donald R. Gray--The Development Team

6. The Development Officer • The dean’s development “quarterback” • Primary responsibility to strategically plan & facilitate relationship management • Always thinking about next move for each major gift person in the Cycle • Helps determine best team member to use for each move • Must use Dean strategically & not waste time • Coordinates (diplomatically) all other team members Donald R. Gray--The Development Team

7. The Alumni Office • Often entry point for alumni in getting involved in university • Know more about collective alumni than anyone else on team • Sometimes called “friend raisers” while development called “fund raisers.” Phony distinction; all part of same team • Critical in pointing out points of opportunity for development people (identifying prospects) • Great at helping make initial contact Donald R. Gray--The Development Team

8. The Faculty and Dept Heads • Don’t overlook this group’s importance • Use selectively when in best interest of project • Knows more about individual projects than anyone else on team • Often not aware of others’ projects • Must have confidence in Dean and Development Officer Donald R. Gray--The Development Team

9. The Students • Often of most importance to donors and prospects • Your best on-campus ambassadors • Donor experience while in school reflected in lives of current students • Use them for all on-campus events, board meetings, classes, ... Donald R. Gray--The Development Team

10. Staff, Volunteers, Board Members • Can be vital for individual prospective givers • Must use them • Must have something useful for them to do • Don’t waste their time • Use your advisory board • Don’t overlook receptionist, assistants, maintenance staff, ... Donald R. Gray--The Development Team

11. Obstacles that sabotage the team: “development disabilities” • Pessimism • Public Laundering of Internal Conflicts • Bureaucracy • Rogues • Possessiveness: Concept of “my prospect” • Lack of meaningful communication • Mistrust between any two levels Donald R. Gray--The Development Team

12. Deans who like development say... • “One of the best parts of the job” • “Everyone out there loves me, …” • “There’s no other way to get what I need for my school or college” • “There’s no better way to get to know my most successful alumni” • “It’s a challenge worth the effort” Donald R. Gray--The Development Team

13. Dean’s who don’t like development say ... • “I just don’t have the time” • “This is not a Dean’s job” • “I don’t like to ask anyone for money” • “That’s what my development office is supposed to be doing. Just show me the money.” • “Just have your campaign and give me my share” Donald R. Gray--The Development Team

14. The Dean/Development Officer Partnership:Some random thoughts and suggestions • Cultural compatibility • Respect for each other’s time (esp dean’s time) • Close and frequent communication • at least fortnightly (every other week) • tight agenda focusing on dean’s priorities • always includes review of next moves for major givers • Open and honest dialogue • Clear expectations both directions • Ideally, a complement of skills & traits Donald R. Gray--The Development Team

15. Exercise: Rate self , supervisor, & associate on: • CONSIDERATION: If you always consider other people’s opinions, needs, and desires before your own, you’d be rated a “10”. If you just don’t give a darn about how others feel, then you are a “0”. Rate yourself and your dean or development officer on this 0-10 scale. • COURAGE: If you plunge right into unknown waters without regard for the consequences, have no fear of either danger or rejection, then you are a “10”. If you cower under nearly all situations, fearing for either your safety or self-image, then you are a “0”. Rate yourself and your dean or development on this 0-10 scale. Donald R. Gray--The Development Team

16. Courage/Consideration Rating My Rating Partner Rating COURAGE CONSIDERATION 0 = lowest possible rating 10 = highest possible rating

17. Courage/Consideration Development Profiles 10 I II - good results - joyful givers - lots of activity - descriptors - professional - successful - respected - trustworthy - some results - offended givers - lots of activity - descriptors - pushy - offensive - used car salesman 5 IV III - no/few results - no friends/no donors - little/no activity - descriptors - incompetent - dead weight - counterproductive - some results - confused givers - lots of calls/few “moves” - descriptors - nice person - good friend - professional wimp Courage 0 10 Consideration 5