Insights & Events

The saying, “Most people like the idea of change.  Very few like being changed,” rings true. It is not uncommon for people to approach a strategic planning process or any kind of change management experience with skepticism. If change is needed, but ‘very few like being changed,’ a leader is

The conscious nature of infants is fundamentally selfish. As they can’t gather the resources needed for survival, babies have no choice but to let the world know when basic, life-giving resources are missing.  They cry, then scream, when they are hungry, or thirsty, or tired, or cold, or hot, or

When the new CEO of the Healthcare Foundation, Sharon Smith, is hired, we may hear people say they are now, “Team Smith.” And, depending on the ego of CEO Smith, that verbalized loyalty could be rewarded. However, CEO Smith might say, “no, no, we all are on Team Healthcare Foundation,”

It’s not about the donors who support us having more wealth and greater financial capacity to give. It’s not about the donors who support us having a stronger willingness to give. It’s not about the donors who support us having a deepening sense of affinity for our cause. It’s not

“Once I have the updated case statement, I’ll be ready to visit with these 3 donors. . .”  A gift officer recently said to me. “Can you share the case with me now?”  I responded.  “No,” she said, “I’m still waiting for it.” “Oh, I’m sorry, I wasn’t clear,” I

When it’s annual goal setting time, I can lighten my personal risk by reducing my boss’ expectations of me.  I can argue that the goals are too ambitious.  I can push back on the assumptions.  I can offer far lower goals to make myself look better. But, when I respond

Why do you want to be in this role at our organization? Why do you want to do the work that this position will do? Why our organization or institution? Primary responses to standard interview questions like these might, “I’d like to move up in my career,” or, “I find

Sometimes we choose to make a point. We have a perspective.  We want to be heard.  We believe our thought is the way to go. So, we make a point. Making a point can be helpful and it can also derail from helpfulness. Other times, though, we choose to help

“It was easier to send a form letter.” “It was easier to send a generic email with a link to our base giving page.” “It was easier to send a universal response card with our direct mail letter.” Easier for whom?  Perhaps for us, but almost never for the donor

Some stories we tell ourselves are about us: I’m smart (or not as much as I’d like to be); I’m athletic (or not as much as I’d like to be); I’m capable (or not as much as I’d like to be); I’m in shape (or not as much as I’d