Society: Global Executive Search’s Post

Seeking fundraising staff in the New Year? Connelly & Assoc. does more fundraising staff searches in our region than any other firm. All current searches are listed below. Do you really “save money” if you “do it yourself” - without an experienced and well-connected local fundraising staff search consultant? ·      If it takes much longer than it needs to? ·      If you don't have the best candidates? ·      If your new hire doesn't stay with your organization as long as a candidate recruited by Connelly & Assoc. Fundraising? ·      If your new hire doesn't raise as much as a candidate recruited by Connelly & Assoc. Fundraising? Aren’t you and your team already busy enough? Do you need another task? Please contact me at vconnelly@connellyfundraising.com or 443-413-6033 for details on how I can help you fill your open position quickly with a great new member of your team. All Current Outstanding Job Opportunities - with approximate salary ranges: ·      Carroll Community College - Associate Executive Director of Institutional Advancement & College Foundation: $75,425 - $101,824 ·      University of Maryland Medicine Philanthropy - Director of Development, Children’s Hospital & Women’s Health: $116,000 - $130,000 ·      University of Maryland Medicine Philanthropy - Philanthropy Operations Coordinator: $62,940 - $88,130 Please e-mail me at vconnelly@connellyfundraising.com for the complete job descriptions, details on how to apply, or with any questions. All conversations are confidential. Thanks to everyone who has already applied.

Nonprofit CEOs - A leader came to inquire on the timing of re-hiring a Development Director role they’ve struggled to keep filled. My advice? Wait. Why? They aren’t ready. Do they need more money? Yes. But, for the position to stick this time around, they need to shore up some core areas that are blocking healthy revenue generation, and frankly, sabotaging the success of the person in that position. Those things that are blocking revenue generation? They must be fixed at the root so that your entire organization and future staff member can ATTRACT investment-level donors. Wondering if this might be you? Start by looking at three core areas that KEEP donors from giving larger gifts and STOP fundraisers from being effective: ➡️ PLANS - Do your donors know your larger, strategic objectives? Do they know WHY you need their money every year? ➡️ PROGRAMS - Do your donors REALLY know what you do? The REAL problem their gift will solve? ➡️ NEED - Do your donors know you need their money? Seriously. Do you have the financial plans in place where you can sit down and have investment-level conversations? Donors don’t ever give their best gift if one of these areas isn’t clear. These are not ‘fundraising shifts”...these are shifts of organizational clarity. And that’s what investment-level donors are dying to hear from you. No new fundraising staff member will fix this. These must be translated into the donor’s POV. Fix these at the root, and your #fundraising hires will be more successful. I see it every day. How about you? What’s one shift you need to make today?

At the beginning of the year when I decided to launch The Maloof Group, I thought taking on a few searches here and there would be the result of year 1 with a good work/life balance. HA! Anyone who knows me well, including my husband, PE advisors, and mentors, knew the above was never going to happen. Fast forward to entering into Q4, what The Maloof Group has become is beyond my wildest dreams. -      Having over 60% of placements be female executives -      25 searches were completed across 6 different PE portfolios -      Going from 0 to a 7-figure services business in year 1, with $0 marketing spend -      Donating over $15,000 to charities that support women’s and children’s education globally The monetary goals are great, but what truly keeps me going is the privilege of changing the recruiting game for executives and investment teams. Providing a search experience and getting the feedback, “We now expect the level of service you provide with all of our search partners,” or “You have far surpassed all expectations from working with the larger search firms” and being a trusted advisor to Boards on what excellent looks like, that is the real win. Being able to refine the expectations of recruiting for hiring teams, and placing executives in their “dream role,” is what fires me up and makes me absolutely LOVE what I do. Time to raise the bar again as I head into planning for 2025!

Fundraising recruitment is often tricky and, in my experience, finding great legacy fundraisers is like searching for a needle in a haystack - it's a niche within a niche! So I wasn’t too surprised by the findings of this report. Landing that "perfect" candidate can feel like a real challenge (in part, potentially because of the desire to find perfection...). Whether it’s legacy, digital, community, philanthropy or leadership roles - you name it, every fundraising channel has it's nuances and difficulties when it comes to recruitment. I'd love to hear from hiring managers—what’s your biggest headache when recruiting? Send me a message or drop a comment below - let’s chat about how we can improve, think outside the box, and elevate fundraising as a career! https://lnkd.in/gcvegf3x #fundraisingjobs #charityjobs #charityrecruitment

Nonprofit CEOs: The number of Develoment Director job postings I've seen float across my screen over the last two weeks alone is staggering... For the candidates, it appears the options are endless. For the organization hiring, it feels like an opportunity AND a risk. There's always so much riding on this role - Can they do they job they said they can? Will cash flow be ok until they get up to speed? Will they stay in the role longer than few years? All valid questions. Leaders - you have more control over this than you think. But you have to set your organization up for success BEFORE you make this hire. Some things might need to shift under the waterline of the iceberg before you bring someone into this role. How do I know this? Well, too many orgs come to me after revenue isn't growing post-hire and can't figure out why. This is the business behind the fundrasing that I speak about often. Fix that and you'll fix your funding problem. Then your new hire and department can do their jobs. Honestly, it's critical to your top candidate's success. Take a read below. What would you add?

Seeking fundraising staff in the New Year? Connelly & Assoc. does more fundraising staff searches in our region than any other firm. All current searches are listed below. Do you really “save money” if you “do it yourself” - without an experienced and well-connected local fundraising staff search consultant? ·      If it takes much longer than it needs to? ·      If you don't have the best candidates? ·      If your new hire doesn't stay with your organization as long as a candidate recruited by Connelly & Assoc. Fundraising? ·      If your new hire doesn't raise as much as a candidate recruited by Connelly & Assoc. Fundraising? Aren’t you and your team already busy enough? Do you need another task? Please contact me at vconnelly@connellyfundraising.com or 443-413-6033 for details on how I can help you fill your open position quickly with a great new member of your team. All Current Outstanding Job Opportunities - with approximate salary ranges: ·      University of Maryland Medicine Philanthropy - Director of Development, Children’s Hospital & Women’s Health: $116,000 - $130,000 ·      University of Maryland Medicine Philanthropy - Philanthropy Operations Coordinator: $62,940 - $88,130 ·      Anne Arundel Community College (AACC) Foundation - Annual Giving Officer: $64,832 - $81,040 Please e-mail me at vconnelly@connellyfundraising.com for the complete job descriptions, details on how to apply, or with any questions. All conversations are confidential. Thanks to everyone who has already applied.

Seeking fundraising staff in the New Year? Connelly & Assoc. does more fundraising staff searches in our region than any other firm. All current searches are listed below. Do you really “save money” if you “do it yourself” - without an experienced and well-connected local fundraising staff search consultant? ·      If it takes much longer than it needs to? ·      If you don't have the best candidates? ·      If your new hire doesn't stay with your organization as long as a candidate recruited by Connelly & Assoc. Fundraising? ·      If your new hire doesn't raise as much as a candidate recruited by Connelly & Assoc. Fundraising? Aren’t you and your team already busy enough? Do you need another task? Please contact me at vconnelly@connellyfundraising.com or 443-413-6033 for details on how I can help you fill your open position quickly with a great new member of your team. All Current Outstanding Job Opportunities - with approximate salary ranges: ·      University of Maryland Medicine Philanthropy - Director of Development, Children’s Hospital & Women’s Health: $116,000 - $130,000 ·      University of Maryland Medicine Philanthropy - Philanthropy Operations Coordinator: $62,940 - $88,130 ·      Anne Arundel Community College (AACC) Foundation - Annual Giving Officer: $64,832 - $81,040 Please e-mail me at vconnelly@connellyfundraising.com for the complete job descriptions, details on how to apply, or with any questions. All conversations are confidential. Thanks to everyone who has already applied.

The sector continues to be challenged by attracting and retaining fundraising staff. As such, we need to understand the root causes of this talent shortage if we’re going to develop and implement solutions. Explore these trends and chart a path forward below.

Angus Council is starting recruitment for a Chair and board members to become the new Arbroath Town Board that will decide how to spend funding of up to £20 million, awarded to the town as part of the 2024/25 UK Government budget. The first task is to find a suitable Chair, and members of the Town Board. These must be people who can champion the town, provide leadership and ensure that the Board is community-led and embedded within the local area. Angus Council is hosting two in-person and one online information events for those interested in becoming, or nominating people to these roles: In-person events: These will take place at Websters Theatre Arbroath on Wednesday 8 May 2024 from: 4:30pm until 5:30pm and 6:30pm from 7:30pm. Please on the day. Online Teams call Monday 13 May 2024 12 noon – 1pm Please remail arbroathltpt@angus.gov.uk stating which organisation, business or group you represent, and you will be sent a link. For more information: If you would like more information, attend the Teams call, or to nominate a Chair or board members here: • email arbroathltpt@angus.gov.uk, • call ACCESSline on 03452 777 778 • drop in to the Arbroath ACCESS office in Arbroath Library, Hill Terrace, Arbroath, DD11 1AH. (support will be available if anyone requires it) Communities Convener, Cllr Mark McDonald said, “This is another exciting project which will help Arbroath secure its future as a vibrant, sustainable town. “This kind of funding is transformational, and I would encourage local, community-minded people to come forward and really grasp this opportunity to think big, and outside the box. “It’s a once in a generation chance to build an ambitious future for Angus’ biggest town and compliments the project Arbroath Places for Everyone”. Working with the new Chair, Angus Council will then help to establish the Town Board who know and understand Arbroath, and who bring together all its many different opportunities and issues. It will then support the Board to develop an Investment Plan that will set out the long-term plan and ambitions and develops long-term plans. You can read more about this fund here: https://bit.ly/3UyFyZv

Have you ever witnessed this?.... A Fundraising Director started a new job with a medium size charity.  Her first priority was to fill the vacant Head of Corporate Fundraising position which she did. Her and the new Head then started to work their way through the donor pipeline left by the previous Head of Corporate. At first glance the pipeline looked amazing. But, once they dug into the detail the whole thing was an illusion. The majority of the companies on the list had activities next to them like: ➡️ Meeting booked (which were not booked) ➡️ Proposal sent (which had already been rejected) ➡️ Asked under consideration (which had also been rejected) They systematically "cleaned up the data" to reveal a lot smaller but still OK pipeline.  The two women then set to work to cultivate what they had. BUT at the same time the Fundraising Director reported into the CEO and worked alongside the CFO on the Senior Leadership Team (SLT). The SLT met every Tuesday.  And every Tuesday the CEO and CFO, would come with print outs of the Fundraising Team’s pipelines, so they could go through them in detail. Every Tuesday the same (judgmental) questions were asked: ➡️ Why has this not moved forward (usually because of the donor’s own timeline) ➡️ Why are you only asking for this amount (usually because of the donor’s budget) ➡️ Why don’t you have more names on the list (usually because of the lack of network) So, fast forward 6 months and the once clean pipeline reverted back to an illusion. It turned out, having pretend meetings booked, proposals supposedly being considered and fake asks out in the world made those Tuesday meetings a lot less painful. Instead of having to justify what was a perfectly good fundraising process to two very critical and completely clueless non fundraisers over and over.  The Fundraising Director gave them the "illusion" of what they wanted to see to keep them off her back. 📌 𝗧𝗵𝗶𝘀 𝗶𝘀 “𝗚𝗼𝗼𝗱𝗵𝗮𝗿𝘁’𝘀 𝗟𝗮𝘄” 𝗶𝗻 𝗮𝗰𝘁𝗶𝗼𝗻.  𝗪𝗵𝗲𝗻 𝘆𝗼𝘂 𝘁𝘂𝗿𝗻 𝗺𝗲𝗮𝘀𝘂𝗿𝗲𝗺𝗲𝗻𝘁 𝗺𝗲𝘁𝗿𝗶𝗰𝘀 𝗶𝗻𝘁𝗼 𝘁𝗮𝗿𝗴𝗲𝘁𝘀 – 𝗵𝘂𝗺𝗮𝗻 𝗯𝗲𝗶𝗻𝗴𝘀 𝗺𝗮𝗻𝗶𝗽𝘂𝗹𝗮𝘁𝗲 𝘁𝗵𝗲 𝗱𝗮𝘁𝗮 𝘀𝗼 𝗶𝘁 𝗹𝗼𝗼𝗸𝘀 𝗯𝗲𝘁𝘁𝗲𝗿 𝘁𝗵𝗮𝗻 𝗶𝘁 𝗶𝘀. Anything people get judged on is going to be presented in its best light.  In this case, the CEO and CFO had it coming, their lack of trust - created the perfect conditions for Goodhart’s Law to flourish. If you turn process metrics into targets – be careful you could be setting yourself up as victim to Goodhart’s Law….best to measure input as process data (what does it take to get the results you want) and make the outcomes the targets. This charity's impact reports were also hyped up by the way...the COO reported into the same CEO after all ...manipulating the data to keep that overbearing boss happy wasn't just a fundraising thing.... 🤔