AHP Connect Articles

AHP Connect delivers updates on industry news and research, educational and professional opportunities, best practices and other articles related to health care philanthropy.

Fostering the development team

Lise Twiford, MBA, CFRE
Published:  10/10/2014

Lise Twiford, MBA, CFRE, vice president of development at Lehigh Valley Hospital and Health Network in Allentown, Pa.

Originally published in the October 10, 2014 AHP Connect.

The following is an excerpt from AHP’s new book, Redefining Healthcare Philanthropy, written by thought leaders from across the profession.

Intelligence quotient, emotional intelligence and poise

Each member of the development team has his own personality, strengths and weaknesses. Leaders must evaluate the team and determine how effective each person is in his role and if there are opportunities for advancement or areas that need work. Does he have the appropriate intellect for the position he holds? This will most certainly differ depending on the type of work being done. However, let’s explore the desired and necessary skills of frontline fundraisers.

Frontline fundraisers include revenue-generating specialists in annual giving, special events, major gifts, planned giving, grants and stewardship. In small shops, many of these specialties are handled by one or a few people. In larger shops, each area of specialization is filled by one or many individuals doing the same or similar tasks.

Regardless of staff size, frontline fundraisers must possess both academic and emotional intelligence as well as poise, confidence and flexibility to meet and speak professionally with a wide variety of people. Finding people who possess these qualities is difficult at best. This ability to meet people where they are is not a quality that is easily found or taught. It is imperative for frontline fundraisers to be capable of one day comfortably meeting with a CEO of a major corporation who sits behind a five-foot-wide, mahogany desk and to meet the next day with a donor who has the equivalent of a 1940 schoolroom desk.

Flexibility to relate to people from all economic backgrounds is a critical skill. To effectively listen to the prospect/donor and be nimble enough to switch gears regarding the level of formality, tone and physical stance is the difference between a fair to poor frontline fundraiser and an outstanding frontline fundraiser.

There is a theory that all frontline fundraisers and particularly CDOs must have gravitas as a primary quality in order to fulfill their role effectively. Gravitas defined includes descriptors such as seriousness, lordliness, somber, dignified, of importance and the center of gravity. If the theory were fully sound, frontline fundraisers would be effective only occasionally.

What is under consideration here is the absolute need to be agile in knowing the appropriate demeanor required to be with donors from all walks of life. This requires a high level of emotional intelligence. To be in gravitas mode while sitting with a donor who is looking for someone who laughs, listens to jokes and has fun in life would be like rain pouring down at a Fourth of July fireworks event.

Emotional intelligence comes into play when frontline fundraisers know when to be serious and somber and when to let their hair down a bit. The reverse also is true. It is important to know when you are sitting in front of someone who views himself as the center of gravity (the ultimate gravitas) and you can bring your demeanor to the level of the donor. It also is critical to know that in any circumstance when politics, religion and cultural attitudes are being shared, the savvy fundraiser will just listen and nod.

NEWS  /08/26/16
Becoming a “character-based leader” does not happen overnight, but we have five tips to get you started.
NEWS  /02/14/18
Adapted from a 2017 AHP Annual International Conference presentation by Lori Counts, Principal Consultant, Accordant Philanthropy and Julie Cox, FAHP, VP of Development, LifeBridge Health
NEWS  /12/15/16
Ask yourself, am I being the kind of leader that I would want to follow?” said Dick Vollet, President & CEO of St. Paul’s Foundation

Meet The Author

Lise Twiford, MBA, CFRE
vice president of development at Lehigh Valley Hospital and Health Network in Allentown, Pa.

Share This

facebook-icon twitter-icon linkedin-icon