To start, what would be your definition of "professional development"?
Professional development is about lifelong education in the field of advancement. It's about keeping current on trends, studying 'best practices' at other institutions, and continuing to attend conferences and seminars to hone new skills and competencies.
Would this definition change for people who are just starting out, vs. those who are mid-way into a career in development?
When you start out in a career, professional development needs to be focused on basic and mid-level skill development. Once you've mastered skills, then it's time to really learn about managing, because those who do well in advancement usually end up leading teams of other professionals. Meanwhile, you need to continue to hone your fund-raising skills, usually at a higher-level....learning about planned giving is a good example.
As you move up the career ladder, you'll need to learn how to work closely with the organization's CEO and board, and that takes a new set of skills. And, in all of this, you always need to be on top of the issues that matter to your prospective donors, be it the economy, politics, regional events, or hot books, interesting films and international travel.
What are some of the key options when it comes to professional advancement in this arena?
I'm a great supporter of CASE, the Council for Advancement and Support of Education. CASE provides great skill building through its regional and national conferences, and it also provides invaluable networking and professional development opportunities through its volunteer network. I've had the chance to advise the organization on trends in philanthropy, to teach new professionals about how to run a campaign, to share ideas and test new concepts on fellow volunteers, and now, to serve on its Board of Trustees.
When I attend a conference I find that I learn something new, but I also give myself the space we all need to actually sit back and think about my own work and that of my team. There's not much time for that in the day-to-day rush of the office.
That reminds me of the importance of serving as a volunteer, be it for a professional organization like CASE, or in your local community. Most of us lead volunteer groups in our professional lives, and there is no greater way to learn about working with volunteers than to actually serve as a volunteer yourself.
Reading, of course, is a real necessity. I read a local and a regional newspaper, and The New York Times every day, plus the Chronicle of Philanthropy and the Chronicle of Higher Education . The Wall Street Journal makes it to the list some days, but not as often as I would like.
I also keep up with CASE Currents, the Association of Governing Boards journal for higher education board members, and the many newsletters that are sent by advancement consulting firms. Email listservs are helpful, as are other on-line sites like BoardSource.
I read regional and travel magazines when I'm traveling, and I do confess that I read what I foolishly call "The Journal of Contemporary Culture," which is really People magazine. It may not be high concept, but it touches on some stories that capture national interest, and it's a great light read on airplanes. Time magazine makes its way into my briefcase, along with Gourmet . I am amazed by how many conversations with prospective donors start out with talk of travel and food...all covered in Gourmet .
What were/are some of the opportunities that you have found most useful in your own career?
I swear by CASE. I can't say enough about the great resources that CASE offers, both in conferences, webinars, and books. They're topical, they provide useful up-to-date real world information from similar institutions, and the conferences are a great opportunity to network. I think that nearly every job I've held has a CASE network connection. I send my own staff to CASE conferences, and find that they come back juiced up about their work and our profession.
I'm also a great believer in the power of developing and maintaining a group of friends in advancement to whom I can turn with a thorny issue. I probably have about 10-15 people I could call on a moment's notice, and I treasure those friendships. At this point in my career our conversations are usually about staff recruitment, our own career paths, working with our presidents, and sorting out Board matters. We share our great successes with each other, and provide a sympathetic ear when things go wrong. We also kvetch about airports and airlines.
Can you give us some tips for staying current when a job demands 100% focus and time is at a premium?
If nothing else, stay involved in some organization of fellow advancement professionals. Volunteer when you can. Read as much as you can. And take a vacation. You can't work at top speed every day for 52 weeks each year. You need to get away, gain perspective, drink an adult beverage every now and again, and remind yourself why you believe so strongly in the power of philanthropy.
There's another thing I do: when it seems as if nothing is going right, I go sit out on our campus, and just watch the students and eavesdrop on their conversations. I go and talk with a faculty member and ask for a little inspiration. I see and feel and touch the place I work for, and remind myself that I am one of the luckiest people in the world to be part of the field of advancement.
Given constraints on time and resources, what would you recommend as the single most valuable resource for a person seeking professional growth?
Get a mentor. I know, it seems such a timeworn concept. But you keep hearing that because it's true. Find someone you like and respect, who is further along in their career, and ask them to have lunch with you once every six months. Go to that lunch with some problems you'd like to discuss, and end each meeting with one question:
"If there's one thing you would suggest so that I continue to develop my career, what would that be today?"
How large a role does mentoring play in the pursuit of developing professionally?
My career mentor was the single most important factor in my professional life. He was my first vice president, and we knew each other for nearly 30 years before he passed away. He constantly challenged me, made me think, made me solve problems before offering his own ideas, and sent me to my first CASE conference. He was my ace job reference for every important career move I ever made. I took this job at Lebanon Valley - where he eventually served as president - to thank him for everything he did for me.
Having a person like that, who can encourage you as you learn and grow, and who then serves as coach and cheerleader when you hit your stride....well, it's everything.
How does one "find" a mentor, or does a mentor have to find you?
Well, I sure got lucky. My mentor hired me into my first job. I didn't realize he could serve in that role until he started providing me little bits of professional advice that seemed to make a difference. Then I nurtured that relationship over time. Even when I moved away, I'd make phone appointments with him to sort out problems or issues. And in the weeks before I started my first vice presidency, I spent a weekend with him and his wife, so I could download "Everything you need to know about being a vice president" over a bottle of wine. I sort of fell into his sphere of influence, but I kept up the contacts over the years.
How does one walk the line between pursuing professional growth and the perception that you are "putting yourself out there," i.e., looking for another position?
The best way to land your next job is to do a terrific job at the one you have. It's that simple. But, if you want to spread your wings a bit, offer to lead a session at a conference, or serve on a committee for your professional organization. You can meet a lot of people and study many different organizations, without ever sending a resume. If you can, enter your team's best work in professional award contests. That will also give you exposure. Offer to organize a gathering of professionals in your area, and then keep up those contacts.
What are the characteristics that a strong development professional should seek to nurture in him/herself?
Intellectual curiosity, an understanding of human behavior and motivations, an appreciation for the role of philanthropy and volunteers, an understanding of how to communicate in the voice of others (like your president), an ability to coach a team of advancement players, willingness to work hard and not care who gets the credit, and a very healthy sense of humor. A very, very healthy sense of humor.
Is there anything you would like to add?
Thanks for asking these questions...this was fun.
