Fundraising is NOT a Data Driven Profession

I know some among us would like to believe that it is, especially with the advent of data tools available today (and the consultants who pitch them).

So, if not data driven, then what?  Wait for it...

Relationship driven!  (did you hear the crescendo?)

Seems obvious enough.  And, like most truths, the obvious ones are often overlook.  Remembering that fundraising is fundamentally a relationship driven profession can be especially helpful when  recruiting.  I recently shared my thoughts on Hiring Great Fundraisers in a separate post.  One characteristic that I neglected to mention as a possible screen is what we might call "relationship orientation, or capacity".  My bad.  I had completely taken that for granted (again, so easy to overlook the obvious), and I strongly encourage you not to.

So, how do we screen for relationship orientation/capacity.  One way is through the reference checking process.  In addition to asking prospective new hires for previous supervisors, colleagues, and direct reports (in the case of managers), I suggest you also ask the finalist candidate for a small number of donors (including board members) with whom they've worked.  Yes, I know that adds to your workload.  And yes, I believe it's worth it.  In the past, I've interviewed at least six to eight references before making an offer.  (P.S.--This is not an activity you want to outsource to HR)

Another way of getting at the heart of the matter either for a candidate or for an existing team member who is struggling in a front-line role is to ask them to take the HBDI Assessment.  While no assessment is definitive, the HBDI does help get a handle on preferences for quantitative/analytical work versus relational/intuitive roles.  I recently took the assessment and scored strongly in the relational quadrant.  When under stress I go there even more strongly.  Not surprising for a professional coach with a fundraising background.

I bring this topic to the forefront because our culture is becoming obsessed with data (especially in university advancement/development organizations).  While I believe data analysis can be helpful in identifying prospective donors and their philanthropic inclinations, I assert there is no substitute for face-to-face conversations that deepen relationships between donors and the causes/institutions they care about.  AND, when hiring fundraisers to have those conversations, it is essential that leaders select for individuals with strong relationship orientation/capacity.