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Experts vs. Advisors Boards …
6 questions to ask every board member Fundraising …
8 rules for setting up a giving circle Job Posting of the Week:
SR. Manager State Operations - TX for AARP Career Adjustments In A Tough Economy Many factors come into play when making a career transition at any point in life. Add in a cloudy economy and the new reality that nonprofit organizations are seeking out contracted employees, rather than hiring full time workers, and the decision becomes even tougher. During Fundraising Day In New York 2010, held by the New York City chapter of the Association of Fundraising Professionals, Craig J. Williams Esq., interim executive director at the Robert Wood Williams University Hospital Foundation in New Brunswick, N.J., spoke at the session “Career Transitions in Today's Economic Climate.” He gave insight into career paths. First and foremost, Williams said any person making a career adjustment should assess their strengths and weaknesses, along with what comes easily to them. Also, think about if the move will be the last stop in your professional career, or just a steppingstone to a different position in the future. Click Here to Read Complete Article... Tips Section Management …
Experts vs. Advisors From the guys who said bare hands would be the best way to kill a lion to the ones who said invading Iraq would conquer terrorism, the world has always had experts. They are as unavoidable as food that is horribly unhealthy, and just as irresistible. At the Association for Healthcare Philanthropy (AHP) International Conference 2010, Andrew Sobel reviewed the seven attributes of an client advisor, as originally given in his book “Clients for Life,” as well as one more that he has since added. Rather than an “expert,” an “advisor” is one who sees many possibilities. Sobel's attributes contrast experts to advisors in the following ways: * Empathy. Experts tell; advisors ask great questions and listen. * Selfless independence. Experts are for hire; advisors balance dedication with detachment and objectivity. * "Deep Generalist." Experts are narrow specialists; advisors have both knowledge depth and knowledge breadth. * Synthesis or big picture thinking. Experts analyze; advisors analyze and synthesize. * Judgment. Experts make decisions based on facts; advisors incorporate their own and their clients' values and beliefs, and the clients' organizational capabilities, into the calculus of judgment. * Conviction. Experts demonstrate credibility when they speak; advisors resonate with belief and energy when they communicate their recommendations. * Trust. Experts develop professional trust; advisors also build deep personal trust based on their integrity and competence through mutual familiarity with clients. * Agenda setting. Experts react to their clients' agendas; advisors help shape, influence and improve them. Boards …
6 questions to ask every board member Especially in times of stress and turmoil, the importance of leadership can take center stage as the focal point for finding solutions. Good management is of course paramount, but board involvement is also crucial. Speaking during the Association for Healthcare Philanthropy (AHP) International Conference 2010, Jerry A. Linzy of Jerold Panas, Linzy & Partners said that success in philanthropy depends on staff leadership and direction, but it is the board of directors' involvement that ensures success at the highest level. Linzy reminded his audience that, traditionally, board leadership and support for fundraising includes working directly to secure gifts, leadership giving, providing resources for new efforts, understanding what it takes to move the organization's development program forward and using access and influence to bring other resources to the organization. Further, he said that the following questions should be asked of each board member: * What excites you the most about the organization's work in the world? * Why are you on the board? * What do you want to accomplish by serving? * What are you, as a board member, committed to creating? * How is this board service helping you achieve your own personal goals? * What legacy do you want to leave by virtue of serving on this board? Fundraising …
8 rules for setting up a giving circle As everyone except Wall Street bankers finds a need to do more with less, people who want to help through the nonprofit sector are looking for ways to make their money do more. One way of accomplishing this is through a giving circle. Speaking at the Association for Healthcare Philanthropy (AHP) International Conference 2010, Linda B. Myette of The Carle Development Foundation and Donna Greene of the Women's Legacy Circle said that a giving circle consists of individuals who pool resources and decide together where to donate to make difference. Such arrangements can benefit participants by giving them control and letting them see results and nonprofits by giving them a larger pool of resources and committed donors. Giving circles are especially appealing to women, they said, because it meets women's needs to be in on the ground floor, specify a gift for a particular need, create solutions for problems, see the human face of the impact of a gift, feel personally involved and connect with other women. Myette and Greene offered the following considerations for creating and managing a giving circle: * Set goals and structure for membership. * Establish mission and commitment level for membership. * Establish issue/focus area. * Decide administrative structure and management of pooled funds. * Create smaller work groups/committees. * Develop grant process and criteria for funding. * Review grant requests/make awards. * Evaluate awards and giving circle.  | www.nonprofitjobseeker.com Dec Job Posting Specials
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Job Posting of the Week About AARP
AARP is the leading membership organization that champions positive social change through information, advocacy, philanthropy, products and community services to enrich people's lives today and those of generations to come.
Job Description
You need a cause and a career you believe in. Welcome to AARP .Here's your chance to take action and make an impact for the 50 + population in Houston and throughout Texas.In this role, you will manage professional staff responsible for implementing state and national campaigns, volunteer engagement, member involvement, and community outreach throughout Texas. Key responsibilities include providing strategic leadership and direction to community outreach and grass roots organizing efforts. The successful candidate must have the ability to foster teamwork across all areas of staff and volunteer operations. CLICK HERE TO SEE COMPLETE DESCRIPTION AND TO APPLY Changing positions? Or have you moved to another organization? Then, make sure you still get NPT's family of enewsletters by simply updating your profile . Copyright @ 2010 The NonProfit Times . To forward NPT Weekly to your colleagues so they can also subscribe click here . |
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