You asked. Our experts answered.

Q: Do you have any ideas or practices for scoring interactions not in a CRM? For example, we occasionally learn that a faculty member works closely with an alum. Those interactions never hit our CRM but are often very important/meaningful. 

A: There is a lot to unpack here! Generally, our recommendation is to track all meaningful interactions in the CRM. Tracking faculty relationships is critically important to growing prospect engagement (the same is true of doctor/patient connections in healthcare!); we’d recommend tracking them with their own solicitor type, such as “natural partner.” Whether it’s through a regular quarterly meeting or more ad hoc conversations, consider establishing that practice. And of course, data related to majors, graduation years, and perhaps even data from the registrar can help you to make educated guesses. Once the relationship is coded, it is important to enter relevant contact reports into the system. We would not typically see faculty doing this directly, but Advancement staff should seek to establish relationships with Deans and faculty whereby they meet periodically to review the list of individuals for whom they are a natural partner and receive a “download” at that time. Support staff for those faculty partners can also be invaluable resources in this work.  

Q: In scoring, how might you incorporate the quality of experiences/interactions? Is an individual’s negative experience the same score as an individual’s positive experience?    

A: It is important that the engagement score is considered alongside other data to determine a prospect strategy.  We don’t recommend adding a means of tracking the quality of their experience; rather, we assume that if a visit goes poorly, the constituent would be marked as disqualified in the system (with an appropriate, but not too detailed, summary of the rationale). We also don’t anticipate that a single negative experience would have a major impact on their score. That said, not all “negative feedback” is an indicator that a prospect shouldn’t be prioritized for continued development – sometimes a negative survey response after an event can provide a productive opportunity for conversation.  Someone who cares enough to provide feedback, even if negative, is demonstrating strong engagement. 

Q: What would be the actions you would recommend if seeing, for example, a particular relationship manager (RM) has much lower engagement in their pool?  

A: Prospect engagement can shift rapidly, which underscores the value of an automated dashboard like the Level 3 example we shared in the webinar. The best prospects will demonstrate high capacity and high engagement, and so portfolios should be regularly reviewed with both criteria in mind. If there are unassigned prospects with higher engagement than the current portfolio, careful thought should be given to rebalancing the portfolio. It is also helpful to look at the scores for particular categories of engagement – for example, if an RM’s portfolio scores high on Help but low in other categories, this might suggest that visiting with prospects at volunteer events is a particularly good use of the RM’s time.  

Q: Do you find value in utilizing both descriptive scoring methods and predictive models together? I find that leadership and gift officers are more comfortable with the descriptive, as they have more control and can more easily understand how it adds up. I’ve been trying to incorporate both in our analyses in hopes it gets them more comfortable and accepting of predictive modeling.   

A: Absolutely! In building a predictive model we sometimes start with something descriptive to get a basic level of understanding of what we are seeing before we go deeper. It’s smart to think about your audience and what they will understand and trust. And vice versa – occasionally, we start with a predictive model to figure out what those key variables are and then build out additional descriptive models. 

The post Webinar Q&A: The Case for an Engagement-Forward Approach to Prospecting appeared first on Campbell & Company.

The Database Corner with Mike Furlong

We use Raiser’s Edge at our organization, and I was curious what you would recommend for the values we use in the Action Type drop-down? We currently have over 30, and they aren’t really used consistently.

Action Types are used in many ways and are fairly unique to each organization. Although there is no easy answer, I can definitely give you some suggestions and guidelines for choosing the values for your Action Type field.

• Consider how you use the field for reporting. Do you have reports set up that use the values? If so, do the reports use all the values or just some? There is no reason to put in data that doesn’t support a strategic outcome!
• Keep the total number of values to a reasonable number—I generally recommend fewer than 15. Users need to be able to easily scroll through the list, understand each value’s purpose, and not lose interest.
• Knowing we already have the Action Categories to define if it was a meeting, email, phone call, etc., be sure not to repeat those as a Type.
• If you have a small team, have a meeting to discuss what Action Types would be most useful and ensure you understand how and when to use which ones. Consider using a brief survey to gather feedback if your team is larger.
• Finally, I’ve been seeing recently that organizations use this field to determine the level of interaction with the constituent.  For example, an email blast or mass mailing would be a level one, a brief phone call would be level two, and a meeting would be a level three.  In this case, the team would need to define the levels and how they should be used.  Sometimes a meeting may be brief and only warrant a level two interaction while an in depth phone call that moves a prospect through the pipeline would be a level three.

ask a question

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“Campbell & Company thanks WOC for this recognition and for the valued work they do in the talent community,” states Kris McFeely, Managing Director, Executive Search at Campbell & Company. “We are honored to partner with nonprofits that advance justice, opportunity, and equity throughout our society—and we are proud to bring this same commitment to our search processes.”

The results of Campbell & Company searches reflect our commitment to diversity and equity. 100% of our pools yield diverse candidates. 52% of our overall placements are people of color, and 79% of our overall placements identify as female.

WOC surveyed its members and executive search firms that specialize in or conduct searches within the nonprofit or social sector, identifying ten national firms that are especially noteworthy for their approach to and results when working with women of color. WOC engaged Shinyoung Park, a doctoral candidate at Indiana University Lilly School of Philanthropy for the independent compilation of the ranked list of Top 10 Executive Search Firms for Women of Color.

Search firms and WOC members were asked similar questions to provide a perspective from both sides of an engagement. WOC members were also asked to provide their feedback about firms they engaged as representatives of nonprofit or social sector organizations working to fill a position.

“This recognition inspires us to keep going with our commitments to diversity, equity, inclusion, and access in our firm and across the nonprofit sector, including the advancement and support of women of color leading and working in the sector, ”says Campbell & Company Co-President Kate Roosevelt.

WOC published Top 10 Executive Search Firms that Work for Women of Color on February 29, 2024. Visit https://www.woc-fp.com/executive-search-ranking for more information.

Visit Campbell & Company’s current searches to browse and apply for a role that takes your career to the next level.

About Campbell & Company

Campbell & Company is a national nonprofit consulting firm that helps organizations create greater impact through fundraising, executive search, communications, and strategic information services. Since 1976, Campbell & Company has helped over 2,500 clients grow their fundraising results through an integrated approach. In addition, our award-winning executive search team brings a record of success in placing exceptional leaders across the nonprofit sector. Underlying all our work is a culture driven by belonging, collaboration, curiosity, rigor, and our dedication to collaborating with nonprofits invested in inclusive philanthropy to change lives and move the nonprofit sector toward greater justice. To learn more, connect with us on LinkedIn, Twitter, Facebook, and Instagram.  

For media inquiries, please contact Lola Banjo, Director of Marketing, at lola.banjo@campbellcompany.com or call 312.896.8893. 

About Women of Color in Fundraising and Philanthropy (WOC)®

Women of Color in Fundraising and Philanthropy (WOC)® celebrates, inspires, and champions women of color in fundraising, philanthropy, and related fields by building community and providing unparalleled personal and professional development resources. WOC endeavors to be the “hub” and “heart” for women of color in the fundraising and philanthropic communities around the world.

The post Campbell & Company Recognized in Top 10 Executive Search Firms for Women of Color appeared first on Campbell & Company.

What is the Search Committee’s ultimate role in selecting the next leader? 

Executive Search Consultant Angèle Bubna: Every organization has its own set of bylaws that establish governance policies and offer guidance when it comes to hiring a leader who reports to the Board. Often, an organization’s bylaws will require that a Search Committee should be formed without providing too many specifics. That Committee will be responsible for interviewing and evaluating candidates and bringing their recommended finalist(s) to the full Board for consideration, deliberation, and the ultimate hiring decision. The Committee sets the organization up for success by running a smooth, equitable, and collaborative process that aligns with the organization’s values. This is where a search partner like Campbell & Company can serve as a trusted advisor in guiding your Committee to execute the search process in a streamlined, efficient manner aligned with leading practices.  

How large should the Search Committee be?

Executive Search Senior Consultant Emily Miller: While there isn’t one magic number, there are a few good guidelines to keep in mind. We would caution against Search Committees getting too large. A five- to seven-person Committee tends to work best, as it allows room for plenty of diverse perspectives while remaining small enough to communicate that every member’s voice and input is valuable. Larger groups can encourage “groupthink,” where people may feel they should just fall in line if they see a consensus forming. We also like odd numbers because you don’t run the risk of tie votes! 

Should the Board Chair be on the Search Committee? If so, should the Board Chair be the Search Committee Chair?

Executive Search Associate Consultant Kole Farrise: While the Board Chair will absolutely have a vote in the final hiring decision and may be part of the process of forming the Committee and selecting a Committee Chair (if the bylaws allow), we recommend that they refrain from serving on the Committee. This helps the Search Committee to act as an independent body leading the search process and tasked with making a recommendation to the Board of Directors. Additionally, serving on a Search Committee, let alone leading it, is a big job, and asking someone already engaged in a major governance role is rarely best for the person or the organization. The power dynamics at play are also something to consider: it’s easy to defer to the Board Chair and their opinion of a candidate if they are present during the process. Giving space for the Search Committee to work independently can be more empowering and ultimately lead to a better outcome. 

Should the outgoing ED or CEO be on the Search Committee??

Angèle: It’s understandable to want to include your outgoing leader on your Search Committee. After all, they’ve been your organization’s champion and caretaker, possess important organizational knowledge and insight, and have likely been a lynchpin in the organization’s success. However, there are several reasons that we recommend against including an outgoing executive leader on a Search Committee. First, it can be challenging to be imaginative about the future when your former leader is in the room. You may not feel able to candidly name where they had weaknesses, where the organization has struggled, or even how to move the organization in any new direction – strategically or culturally. Including your outgoing leader on the Search Committee can also undermine your organization’s goals toward diversity, equity, and inclusion by (even subconsciously) creating the temptation to hire someone who most closely resembles the previous leader, as opposed to being open to a candidate with different strengths, experience, or characteristics. 

Better areas to consider leaning on your outgoing leader’s expertise include site visits with Committee members and a search partner, creating a plan for onboarding, and ensuring that institutional knowledge that sits with the leader is documented and/or transferred to other staff or the new hire themself. 

Should we include staff on the Search Committee?

Emily: As workplace culture, structure, and the way that power dynamics manifest within an organization have taken center stage in the past few years, we’ve definitely seen including staff on Search Committees trending up – and we suspect this trend is here to stay. Many organizations bring staff into the process in order to navigate equity initiatives and answer demands for greater transparency around hiring processes. This is one way to create a more inclusive process, but there are also other ways to involve the staff without appointing them as voting members of the Search Committee. At Campbell & Company, we often utilize staff surveys to elicit feedback on the position profile and invite staff to meet finalists and provide feedback during interviews. The key here is that they are providing valuable input to the Search Committee and/or its partner search firm, whether that means including them in the vote or finding another meaningful way for your full team to contribute. 

What is my commitment as a Search Committee member?

Kole: Your presence and input as a Search Committee member are instrumental in cultivating thoughtful discussion around the profile of the organization’s next leader, interviewing and evaluating prospective candidates, and finalizing the Committee’s recommendation to the full Board. You can expect to connect, either in-person or virtually, with the full Committee for at least one hour every two weeks. Once a search enters its final stages, interviews with finalists will increase the time commitment of each Search Committee member, and full days may be required. Additionally, be prepared to travel to an on-site location for finalist interviews and remember that these interviews are an opportunity for Search Committee members not only to interview the candidates but also make it clear why they should want to join the organization. 

Search Committee chairs should be prepared to provide flexible options for engagement to Committee members. By maintaining a high-touch search process, Search Committee chairs can ensure that Committee members can serve the process well, while also working with and around their schedules, and bring forth a high-quality hiring recommendation to an organization’s Board of Directors. 

Serving an organization as part of a Search Committee is a big responsibility – but hopefully these tips help make this important role feel less daunting. It also helps to have a partner who knows the ropes walking alongside you during a process like this. Campbell & Company has served as that partner for hundreds of nonprofits, and we would be delighted to share more about our experience and process with you. Contact us with questions or to start a conversation about a future partnership. 

About the Author

Angèle Bubna is a Consultant with Campbell & Company’s Executive Search practice, based in Chicago, IL. Angèle loves the storytelling that happens in Executive Search work: the perfect match is found when the context and story of an organization as well as the background and narrative of a prospective candidate are all taken into consideration. 

 

About the Author

Emily Miller is a Senior Consultant with Campbell & Company’s Executive Search practice, based out of Chicago, IL. She loves advocating for candidates and making them feel comfortable so they can show themselves in their best light; that includes preparing clients to provide a seamless and welcoming candidate experience. 

 

About the Author

Kole Farrise is an Associate Consultant with Campbell & Company’s Executive Search practice, based out of Seattle, WA. His favorite aspect of Executive Search identifying and recruiting exceptional leaders to nonprofits so they can amplify and expand their missions. 

 

The post Understanding the Role of a Search Committee: Your Guide to Leadership Selection appeared first on Campbell & Company.

It was nice to meet you.

We appreciate you taking a moment to learn more about Campbell & Company! Our Strategic Information Services help clients make best use of their data, technology systems and operational processes to support strategic decision-making within Development and across the organization.

Carrie Dahlquist

Senior Counsel, Strategic Information Services

Michael Furlong

Vice President, Strategic Information Services

Traveling light?

Use the links below to explore our Strategic Information Services and download Campbell & Company’s digital flyers!

 

 

Campbell & Company Overview

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Build philanthropic support throughout your journey.

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The organizations we serve change lives, heal suffering, shape communities, fill our world with art and provide and preserve the resources that sustain us.

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See how we partnered with the Albany College of Pharmacy and Health Science and the Guthrie Theater to optimize their fundraising operations with custom tools and donor engagement analyses.

Albany College of Pharmacy and Health Science 

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Through a 360° approach, our team can help you achieve your goals, create a greater impact, and move your mission forward.

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It was nice to meet you.

We appreciate you taking a moment to learn more about Campbell & Company at AHP International 2023! Whether you need targeted guidance or a comprehensive solution, our experts in fundraising, executive search, communications, and strategic information services can help you get there.

Jacquelyn Peters

Vice President, Fundraising

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Senior Vice President

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Campbell & Company Overview

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Powerful ideas and messages that inspire action.

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We appreciate you taking a moment to learn more about Campbell & Company at Prospect Development 2023! Our Strategic Information Services help clients make best use of their data, technology systems and operational processes to support strategic decision-making within Development and across the organization.

Katelyn Martin

Managing Director, Strategic Information Services

Cara Anderson Rosas

Consultant, Strategic Information Services

Traveling light?

Use the links below to explore our Strategic Information Services and download Campbell & Company’s digital flyers!

 

 

Campbell & Company Overview

Our integrated services put you on a path to greater impact.

Download Digital Flyer

Strategic Information Services

The transformation you want is in the numbers.

Download Digital Flyer

Fundraising Consulting

Build philanthropic support throughout your journey.

Download Digital Flyer

Case Studies

The organizations we serve change lives, heal suffering, shape communities, fill our world with art and provide and preserve the resources that sustain us.

---

See how we partnered with the Albany College of Pharmacy and Health Science and the Guthrie Theater to optimize their fundraising operations with custom tools and donor engagement analyses.

Albany College of Pharmacy and Health Science 

Guthrie Theater 

Let’s Move Your Mission Forward—Together.

We’re ready to invest in your success. Are you?

Partner with us today

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Paul Bessire

chief advancement officer

Natural history museum of la county

With over 25 years of development experience in museums, Paul Bessire has led fundraising programs at the Museum of Contemporary Art, Los Angeles, the Brooklyn Museum, Institute of Contemporary Art/Boston and the Museum of Fine Arts, Boston. Bessire also worked at the American Museum of Natural History early in his career and founded a consulting practice that provided strategic counsel to Harvard University Art Museums, Public Art Fund, Fundacion Casa Wabi and Swiss Institute. He has directed major capital campaigns and managed institutional transformation that resulted in raising $100 million.

Bessire is a Brooklyn native and a recent transplant to Los Angeles with a keen interest in arts and culture, natural history, and the environment. He graduated from Kenyon College and trained as a chef in Paris before beginning his work in museums and development.

Tamara Michel Josserand

Vice President of Development

University of Washington

Tamara Michel Josserand has more than three decades of successful experience working in institutional advancement, strategic leadership, and stakeholder management roles, and a breadth of experience leading development efforts at both public and private institutions. She holds a deep belief in the value of higher education, a passion for student success, and a commitment to diversity, equity, and inclusion.

Tamara earned her B.A. in Government from Connecticut College and a Master of Education at Harvard University’s Graduate School of Education. She also holds an MBA from the University of Chicago Booth School of Business. Tamara joined the UW as the Vice President for Development in June 2022.

Jane Wales

Vice President of philanthropy and society

the aspen institute

Jane Wales is Vice President of the Aspen Institute and Executive Director of its Program on Philanthropy and Social Innovation (PSI), a program working to inform and maximize the impact of social actors from the charitable and private sectors so that they can help solve societal problems and steward shared resources together.

Jane is the founder of the Global Philanthropy Forum and its regional affiliates in Africa and Brazil, and the former host of the nationally syndicated National Public Radio interview show WorldAffairs. Previously, Jane served in the Clinton Administration as Special Assistant to the President and Senior Director of the National Security Council.

In the philanthropic sector, Jane chaired the international security programs at the Carnegie Corporation of New York and the W. Alton Jones Foundation, and she directed the Project on World Security at the Rockefeller Brothers Fund. She is Co-Chair of the Generosity Commission, a nonpartisan group of leaders from across the sector committed to celebrating and supporting Americans’ spirit of generosity.

---

Helping to inform and moderate the conversation:

Kate Roosevelt

Co-President

Let’s Move Your Mission Forward—Together.

We’re ready to invest in your success. Are you?

Partner with us today

The post GUSA 2023 (General) appeared first on Campbell & Company.

Paul Bessire

chief advancement officer

Natural history museum of la county

With over 25 years of development experience in museums, Paul Bessire has led fundraising programs at the Museum of Contemporary Art, Los Angeles, the Brooklyn Museum, Institute of Contemporary Art/Boston and the Museum of Fine Arts, Boston. Bessire also worked at the American Museum of Natural History early in his career and founded a consulting practice that provided strategic counsel to Harvard University Art Museums, Public Art Fund, Fundacion Casa Wabi and Swiss Institute. He has directed major capital campaigns and managed institutional transformation that resulted in raising $100 million.

Bessire is a Brooklyn native and a recent transplant to Los Angeles with a keen interest in arts and culture, natural history, and the environment. He graduated from Kenyon College and trained as a chef in Paris before beginning his work in museums and development.

Tamara Michel Josserand

Vice President of Development

University of Washington

Tamara Michel Josserand has more than three decades of successful experience working in institutional advancement, strategic leadership, and stakeholder management roles, and a breadth of experience leading development efforts at both public and private institutions. She holds a deep belief in the value of higher education, a passion for student success, and a commitment to diversity, equity, and inclusion.

Tamara earned her B.A. in Government from Connecticut College and a Master of Education at Harvard University’s Graduate School of Education. She also holds an MBA from the University of Chicago Booth School of Business. Tamara joined the UW as the Vice President for Development in June 2022.

Jane Wales

Vice President of philanthropy and society

the aspen institute

Jane Wales is Vice President of the Aspen Institute and Executive Director of its Program on Philanthropy and Social Innovation (PSI), a program working to inform and maximize the impact of social actors from the charitable and private sectors so that they can help solve societal problems and steward shared resources together.

Jane is the founder of the Global Philanthropy Forum and its regional affiliates in Africa and Brazil, and the former host of the nationally syndicated National Public Radio interview show WorldAffairs. Previously, Jane served in the Clinton Administration as Special Assistant to the President and Senior Director of the National Security Council.

In the philanthropic sector, Jane chaired the international security programs at the Carnegie Corporation of New York and the W. Alton Jones Foundation, and she directed the Project on World Security at the Rockefeller Brothers Fund. She is Co-Chair of the Generosity Commission, a nonpartisan group of leaders from across the sector committed to celebrating and supporting Americans’ spirit of generosity.

---

Helping to inform and moderate the conversation:

Kate Roosevelt

Co-President

Let’s Move Your Mission Forward—Together.

We’re ready to invest in your success. Are you?

Partner with us today

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“Campbell & Company is grateful to WOC for this recognition,” states Kris McFeely, Managing Director, Executive Search at Campbell & Company. “We are honored to partner with nonprofits that advance justice, opportunity, and equity throughout our society—and we bring this same commitment to our search processes.”

The results of Campbell & Company searches reflect our commitment to diversity and equity. 100% of our pools yield diverse candidates. 52% of our overall placements are people of color, and 79% of our overall placements identify as female.

WOC surveyed its members and executive search firms that specialize in or conduct searches within the nonprofit or social sector, identifying ten national firms that are especially noteworthy for their approach to and results when working with women of color. WOC engaged Melissa Brown & Associates, LLC for the independent compilation of the Top 10 Executive Search Firms for Women of Color ranked list. Search firms and WOC members were asked similar questions to provide a perspective from both sides of an engagement. WOC members were also asked to provide feedback about firms they engaged as representatives of nonprofit or social sector organizations working to fill positions.

“Our firm is committed to building the strongest and most diverse leadership possible for this sector,” says Campbell & Company Co-President Kate Roosevelt. “From building a more diverse team inside our firm, to placing diverse executives with our nonprofit partners, we are fully committed to being inclusive of women and women of color when searching for a new leader.”

Visit Campbell & Company’s current searches to browse and apply for a role that takes your career to the next level.

WOC published Top 10 Executive Search Firms that Work for Women of Color on March 14, 2023. Visit www.woc-fp.com for more information.

About Campbell & Company

Campbell & Company is a national nonprofit consulting firm that helps organizations create greater impact through fundraising, executive search, communications, and strategic information services. Since 1976, Campbell & Company has helped over 2,500 clients grow their fundraising results through an integrated approach. In addition, our award-winning executive search team brings a record of success in placing exceptional leaders across the nonprofit sector. Underlying all our work is a culture driven by belonging, collaboration, curiosity, rigor, and our dedication to collaborating with nonprofits invested in inclusive philanthropy to change lives and move the nonprofit sector toward greater justice. To learn more, connect with us on LinkedIn, Twitter, Facebook, and Instagram.  

About Women of Color in Fundraising and Philanthropy (WOC)®

Women of Color in Fundraising and Philanthropy (WOC)® celebrates, inspires, and champions women of color in fundraising, philanthropy, and related fields by building community and providing unparalleled personal and professional development resources. WOC endeavors to be the “hub” and “heart” for women of color in the fundraising and philanthropic communities around the world.

The post Campbell & Company Recognized in Top 10 Executive Search Firms for Women of Color appeared first on Campbell & Company.