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The Importance of Having Support on the Job

March 17, 2009 By Sandy Rees, CFRE
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Fundraising can be a tough job. There’s usually more to do than we can get done, and there’s a constant need for increased funding. Even in a prosperous year, working in fundraising isn’t for the faint-of-heart. This year, with the unsteady economy and the sense of gloom hanging in the air, it can be downright stressful.

Smart fundraisers know that they must invest in themselves so that they can continue to be effective in raising the dollars their organizations depend on. They know that they need to be continually learning and take care of themselves. Most importantly, they know they sometimes need personal support to help them reach their professional goals and handle their stress.

We all enjoy having someone who understands us. Don’t you love the opportunity to “vent” when life gets tough, especially on the job? It’s a particularly precious thing when there’s someone around at work we can talk to when we’re afraid, frustrated, angry or anxious.

Instead of taking a chance on getting lucky and stumbling across someone you can lean on, why not purposefully choose a support partner and be ready for those times you need it most?

Being proactive with a support partner can bring big benefits. You’ll have someone to bounce ideas off of and think out loud with. You’ll have someone who can help you think through the consequences of actions before you take them, thus helping you make better decisions. You’ll also have someone to celebrate the victories of overcoming personal obstacles and creating new habits.

It’s important to find someone you can trust and have confidential conversations with. Be sure to set this ground rule. Tell your support person that you’re going to call on him or her when you get frustrated or scared and need a word of encouragement. Offer to be a support person for him or her in return.

Make sure when you are getting or giving support that you are doing it in a constructive way. Don’t get into “corporate agreement” with the other person and flow into gossip or destructive, unhealthy venting. Keep your intention on personal progress, not tearing someone else down.

What should you look for in a support person? Obviously, you need someone you can talk with and have confidential conversations with. You want someone you can trust and who will keep your best interests in mind.


 
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COMMENTS

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Most Recent Comments:
Margaret Battistelli - Posted on May 15, 2009
Author Sandy Rees responds:

"One of the best things you can do is find a board member who understands and values fundraising to try to explain it to your executive director. If your ED is going to listen to anyone, it will be someone he or she respects, like a board member. Or you might see if there's another ED in the community that yours looks up to who would have a conversation with your ED.

"Sometimes EDs just don't have the skills to participate in fundrasing (like dealing with people), and they shy completely away. Unfortunately, there's probably not much you can do to change your ED and her aversion to fundraising if they've gone that far away from raising money.

"Changing culture can be done, but it isn't necessarily easy. You must be strategic, consistent and very patient to get others to buy into the new culture. And you must model the behavior you want others to pick up. Again, be patient and don't force anything on anyone."
Amy - Posted on April 23, 2009
Dear Donna:
The same thing is happening at my agency. My E.D. doesn't do anything regarding fundraising at all, and I've been working hard for nearly 2 years to institute a "culture change" at my agency so development doesn't operate in a silo. Right now, it's a silo operation that is leading to failure because the E.D., board, and staff think everything related to fundraising belongs to the 1 person who oversees it: me, the one person development shop. If there's a way that Sandy can point out to actually making a culture change for an agency that's been around 35 years when there is no support from the top down, I'm all ears.
Donna - Posted on March 17, 2009
Sadly, these are the times we learn so much about the people to whom we report. I've heard the ED make comments repeatedly "we're okay this year, it's next year that will be difficult." Then the person spends money on travel, paying fora program from one source that a supporter offered for free from within their training department, moving ahead on a capital program in full force. While I am responsible for fundraising, the ED never steps foot out the door to accompany me or a board member on a solicitation. Yet this same person spends her days interviewing $8 an hour staff. I do not have a problem during "normal" economic times, but now is when we need all hands on deck and I'm not getting that support. How does one approach the subject or resolve the issue. I have been doing this for about 20 years and I have never seen this poor reaction from an ED. I know she may be scared, but it feels like we need an intervention. I feel like I work for the government - if you've got it spend it - as opposed to looking at the budget and ways to save. Help - it's this attitude that is scarier than the economy.
Click here to view archived comments...
Archived Comments:
Margaret Battistelli - Posted on May 15, 2009
Author Sandy Rees responds:

"One of the best things you can do is find a board member who understands and values fundraising to try to explain it to your executive director. If your ED is going to listen to anyone, it will be someone he or she respects, like a board member. Or you might see if there's another ED in the community that yours looks up to who would have a conversation with your ED.

"Sometimes EDs just don't have the skills to participate in fundrasing (like dealing with people), and they shy completely away. Unfortunately, there's probably not much you can do to change your ED and her aversion to fundraising if they've gone that far away from raising money.

"Changing culture can be done, but it isn't necessarily easy. You must be strategic, consistent and very patient to get others to buy into the new culture. And you must model the behavior you want others to pick up. Again, be patient and don't force anything on anyone."
Amy - Posted on April 23, 2009
Dear Donna:
The same thing is happening at my agency. My E.D. doesn't do anything regarding fundraising at all, and I've been working hard for nearly 2 years to institute a "culture change" at my agency so development doesn't operate in a silo. Right now, it's a silo operation that is leading to failure because the E.D., board, and staff think everything related to fundraising belongs to the 1 person who oversees it: me, the one person development shop. If there's a way that Sandy can point out to actually making a culture change for an agency that's been around 35 years when there is no support from the top down, I'm all ears.
Donna - Posted on March 17, 2009
Sadly, these are the times we learn so much about the people to whom we report. I've heard the ED make comments repeatedly "we're okay this year, it's next year that will be difficult." Then the person spends money on travel, paying fora program from one source that a supporter offered for free from within their training department, moving ahead on a capital program in full force. While I am responsible for fundraising, the ED never steps foot out the door to accompany me or a board member on a solicitation. Yet this same person spends her days interviewing $8 an hour staff. I do not have a problem during "normal" economic times, but now is when we need all hands on deck and I'm not getting that support. How does one approach the subject or resolve the issue. I have been doing this for about 20 years and I have never seen this poor reaction from an ED. I know she may be scared, but it feels like we need an intervention. I feel like I work for the government - if you've got it spend it - as opposed to looking at the budget and ways to save. Help - it's this attitude that is scarier than the economy.