1 Retain, Recruit, Rebuild: How to Build a Teamwork CultureJohn A. Perry Chief Development Officer Joslin Diabetes Center 

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3 Your Development Team: Stronger TogetherPossible Titles Your Development Team: Stronger Together Make your Development Team Great Again Aleppo, what is Aleppo?

4 Outline Background First impressions: setting the stage with your teamIdeas from the literature and experience Challenges from outside the development office and how to meet them Some case studies-practical ideas to get high performance

5 The Challenges We Face There is an epidemic of turnover in developmentStaff come from various backgrounds with differing work cultures and experience The challenge of a leader today is to: Create a culture that the team buys into and adopts Hire and develop a cohesive team with a staff from various backgrounds Get the team working toward common goals Retaining the team members when they have success and may be hired away Developing team’s skills to reach higher levels of success

6 “What are you doing and why?”Provide Inspiration “What are you doing and why?”

7 Despite What Some Say, This is a Team Sport“It’s not about getting the best players, it’s about getting the five who play best together.” John Wooden Three-time national champion coach UCLA Bruins

8 When you are the new leaderGet to know everyone individually Ask them to describe their role, then compare it to the job description on file Set expectations, but only change a couple of things right away Observe and evaluate for days, then make your big changes Make bold proposals to administration early—you won’t get the budget, people, etc. you really need when you’re not new anymore

9 Clarify Goals and RolesDysfunctional teams often lack attention to results Figure out what the key indicators of success are and who is responsible Consider reviewing the team via Patrick Lencioni’s book: The Five Dysfunctions of a Team I experienced a big turnaround in one place using the assessment in this book

10 Lack of results? Maybe your team is dysfunctional

11 Building your team Get to know them as individuals and as individual team members who can make a contribution Catch people doing things right Tell them how to work with you—explain your style/”rules of engagement” Ask what issues have been the problem—address them Explain what you will focus on personally-manage their expectations Take your work seriously but not yourself—after all the first three letters in fundraising are “FUN” Be a “multiplier,” not a “diminisher”

12 Be a Multiplier

13 Be a Multiplier

14 Be a Multiplier

15 Good to Great

16 Building Your Team Have the team members become familiar with each others strengths and how to leverage them Get them to know each other as individuals: “Development Staff Bingo,” welcome Articulate some broad themes of what the successful team looks like and repeat often Get to know each other’s strengths: consider a tool such as Clifton StrengthsFinder

17 Clifton Strengths Finder from Gallup

18 Building your team Be transparent/honest right away—explain you will always be so Be vulnerable-what I call “permission to speak freely” Articulate a critical set of values and standards and stick to them Be on their team before they will get on your team—rise to the occasion during moments of truth Inspire them about the nobility of your mission and their work

19 Standards for Hiring Reach high and don’t settle—remember “good is the enemy of great.” No job hoppers They must have mission orientation for healthcare philanthropy They must be a good fit for the team Go after people you want—don’t just wait to see who applies. Get the word out that the culture is changing. Promote from within to boost morale and grow your own team. Instill confidence in the insecure.

20 Beware of the Traps Establish yourself among peers outside the department (e.g. CFO, COO, Faculty/Clinical leaders) Coordinate/collaborate Keep them informed, but don’t defer too much Manage expectations and timing of success Remember you are the expert in your field Speak honestly to them and bring them along. Let them hear from donors directly or see benchmark data Seek out mentors/advisers who can support you Learn the “unwritten rules and issues” of the organization Understand culture of your organization: remember “culture will eat strategy for breakfast every day” Know the history of your team and its interactions with administration, physicians, faculty

21 Make a Deal with EveryoneFind out what motivates each person (“I want to take my dog to work”) Work out a deal so you get specific performance in return for the thing they want (e.g., telecommuting, learning a new skill)

22 Beware of the Traps: Advice from RalphLeadership is performing a Turnaround—understand context Development program is Tabula Rasa It's about Trust Don’t try to do or promise Too much We need to evaluate Short Term vs. Long Term Be sure we have the Talent before going forward We need to proceed with caution with Trustees Focus on best-practice Tactics

23 Share Development Plan with TeamStaff Effectiveness Prospect Engagement Compelling Case for Support Fundraising Results Build high performance staff team, adding new members, maintaining current budget Engage top prospects with President in first year and craft individual strategies Communicate power of unrestricted gifts. Craft list of restricted giving opportunities for budgeted expenses Identify 15 donors capable of naming gifts, cultivate with President, submit proposals to 5 Establish clear goals and metrics, including specific milestones and outcomes Partner with physicians to establish appropriate grateful patient program from best practices Develop a menu of 7 & 8 figure “big idea” naming opportunities with philanthropic appeal Establish major gifts pipeline with 3X the dollar goal in rated value Establish clear, value -added policies and standard practices and stick to them Build on President’s Roundtables/Re-establish Leadership Council & Foundation Board Roll out new CCTD “campaign” as a game changer in diabetes research to engage 7 & 8 figure prospects Reach goal for ‘16 Gala with ‘17 Gala chair recruited and introduced at ’16 event Develop staff skills/ competency and create plan to retain top talent Use President’s strategic plan white paper to seek advice from/engage major prospects Practice Stewardship beyond donor expectations to re-engage past supporters Refocus on unrestricted gifts by strengthening events, cause marketing and leadership giving

24 Increase Visits/Prospect Engagement via Strategic Plan White PaperWork with President/Dean to craft a white paper framework for emerging strategic plan (akin to capital campaign study) It should not be too slick or “final looking” so prospects feel they are insiders/advisers Send it to top-rated prospects with a letter/ from President/Dean asking donor to meet with x gift officer and provide advice Aggregate advice and feed it back to prospects as you cultivate them Build your pipeline with this technique

25 Case Study Brown’s Alpert Medical SchoolTimeframe: September 2010 through August 2011 505 White Papers mailed to prospects rated $100k - $1M 162 Visits made via the Strategic Priorities/White Paper 39 Donors agreed to consider a major gift proposal 30% of s/letters Resulted in Donor Visits $11,693,000 – Gifts/Pledges committed via this process

26 Set Top Line Goals and Cascade them through the Team MembersGoal 1: Raise $X in new gifts and pledges: Annual Giving Milestone 1 Milestone 2 Share 1/4ly at staff meetings Or, share one or two goals per staff meeting Have people report/be accountable to team

27 More Ideas to Build the TeamConsider “no meeting Wednesdays” At staff retreat, cross polinate teams for planning purposes, e.g., MGO’s meeting with stewardship Take on big issues with cross functional task groups that work for a year and report on their progress

28 Questions