“We are thrilled to be recognized by Hunt Scanlon as one of the top executive search firms serving the higher education sector,” states Kris McFeely, Executive Search Managing Director. “This acknowledgment is a testament to our team’s unwavering commitment to excellence and our clients’ success. We are proud to play a pivotal role in shaping the future of higher education by connecting visionary leaders with institutions poised for transformative growth.” 

With a profound understanding of the intricate landscape of higher education, Campbell & Company’s Executive Search practice is uniquely positioned to identify and place exceptional leadership talent for higher education institutions across the nation. Leveraging our deep sector knowledge, extensive network, and tailored approach, we specialize in placing visionary leaders with the right expertise to navigate the evolving challenges and opportunities within the higher education sector. Whether recruiting for liberal arts, private and Jesuit colleges, or specialized institutions, we are committed to ensuring our placed leaders align seamlessly with our clients’ strategic objectives and sustainable growth. 

We are proud to be the executive search firm of choice for hundreds of nonprofit organizations. Campbell & Company has been listed four times as one of the country’s best executive search firms by Forbes Magazine and named one of Women of Color in Fundraising and Philanthropy (WOC)’s Top Executive Search Firms that Work for Women of Color for three consecutive years. Crain’s Chicago recently named us one of Chicago’s Best Places to Work; Seattle Business Magazine also named us one of Washington’s Best Companies to Work For. 

Campbell & Company’s Executive Search team stands ready to partner with you to find your next visionary leader. Visit campbellcompany.com  or contact Kris McFeely, Managing Director, at kris.mcfeely@campbellcompany.com to launch our team within your organization.  

About Campbell & Company 

Campbell & Company is a national consulting firm that supports nonprofit organizations in creating greater impact through executive search, fundraising, 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, visit www.campbellcompany.com and connect with us on LinkedIn, Twitter, Facebook, and Instagram. 

About Hunt Scanlon 

Hunt Scanlon Media is the most widely referenced data source in the human capital sector. For more than 35 years, Hunt Scanlon Media’s market intelligence has come in many forms, including daily news briefs, talent leadership reports, newsletter briefings, global executive leadership conferences, podcasts, webinars, and social media alerts. Its team of consultants and industry analysts assist clients in making informed hiring and talent decisions around the world. 

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

The post Campbell & Company Recognized Among the Top 50 Executive Search Firms in the Higher Education Sector by Hunt Scanlon appeared first on Campbell & Company.

We know that employees’ needs have changed significantly over time, making intentionality critical when it comes to building teams and relationships with direct reports. One employment trend that has emerged is how often we change roles¹ – which research shows we do now more than ever. What happens when we openly acknowledge this and start having intentional conversations with employees around their intended tenure on our teams? Or when we ask about their career aspirations beyond their current role? How do we have these conversations and what are the benefits?  

Having a candid conversation around career aspirations with direct reports has been a game changer in my relationships with them and their sense of ownership of their professional development, as well as organizational succession planning. Some team members have had a clear sense of where they’re headed, and others were still figuring out what they want long-term. Either way, the conversations have always been meaningful and positively impacted our working relationships and strategy for the team as a whole.  

What happens when we openly acknowledge this and start having intentional conversations with employees around their intended tenure on our teams? Or when we ask about their career aspirations beyond their current role? How do we have these conversations and what are the benefits?  

I have found it most beneficial to start these conversations early and to come back to them often. During onboarding, I’ll ask a new direct report what their career goals are, what they’re hoping to learn in this new role, and where the two align. I often ask what their career goals are during the interview process, so we usually already have a starting place to build on during onboarding conversations. I aim to get a sense of whether they hope to stay and grow within the organization and provide transparency about what current and future growth opportunities might be. Of course, our goals and desires evolve over time, which is why I continue to have these conversations at touchpoints over the course of our time working together. 

These conversations can support your organization-wide succession planning while also normalizing conversations around current and future opportunities and areas for professional growth. Additionally, they may give you a better sense of when an employee may be considering departing the organization. Nonprofits engage in such essential, life-changing work that having a critical position vacant even for a short amount of time can at best slow the work down and at worst, have a significant impact on your team and the groups your nonprofit serves. Not to mention, an unplanned departure adds stress to teammates who absorb additional work due to the vacancy, which could negatively affect their experience at work, influencing satisfaction, retention, culture, and overall team dynamics.  

Nonprofits engage in such essential, life-changing work that having a critical position vacant even for a short amount of time can at best slow the work down and at worst, have a significant impact on your team and the groups your nonprofit serves.

These conversations about a direct report’s career aspirations and how their current role on your team fits into their bigger picture can also help you create more enjoyable work experiences for them. It helps normalize conversations around strengths and areas for improvement, connect their personal career goals into their current position, and potentially create greater commitment to the work and your working relationship. Establishing this kind of communication can also ultimately bring more authenticity and transparency into the workplace. As a leader, you may find that better understanding each individual’s intended tenure timeline on your team helps you more effectively and strategically build pipelines and succession plan.  

Relationships and job satisfaction are things that employees stick around for, and this is arguably one of the greatest benefits of having honest career trajectory conversations early and often. Investing in your team’s growth and planning for their departure are just two things that can help you build the stronger, more sustainable organizations that our present and future workforce demands. And while you’re at it – don’t forget to think about your career trajectory, too. Showing yourself the same consideration and engaging in thoughtful planning around your own role will help ensure that the workplace culture you’re building is working for you, too.

¹https://peoplepath.com/blog/employment-trends-by-generation-how-often-do-people-change-jobs/

Connect with us to inquire further or learn more about how Campbell & Company can help your organization with succession planning. Your questions are welcomed, and we look forward to collaborating with you.

About the Author

Sarah Beraki is currently Vice President at Campbell & Company, an award-winning firm of trusted advisors focused on equitable searches and transformational leadership. Her approach is human-centered, results-oriented, and she specializes in boosting individual and organizational performance through strategy and leadership development. She is a consultant, coach, and leader in executive search – placing top talent in the nation’s most vibrant, ever-evolving, mission-driven organizations.

The post How Onboarding & Succession Planning Build Sustainable Organizations appeared first on Campbell & Company.

As Campbell & Company pursues its commitment to fostering a culture of employee ownership and engagement, Lisa will drive the firm’s financial initiatives, focusing on optimizing financial operations, strengthening revenue streams, and ensuring long term viability of the firm. With a keen understanding of market dynamics and a track-record of successful financial stewardship, Lisa’s strategic insights have consistently enabled organizations to navigate complex financial landscapes and achieve sustainable growth.  

“Lisa is a seasoned finance and business executive with extensive experience spanning various sectors,” states Kate Roosevelt, Campbell & Company’s Co-President. “Her expertise is underscored by a history of delivering robust financial outcomes and fostering operational excellence. We know she will bring a strong independent strategic perspective to advance Campbell & Company’s roadmap to success.”

Lisa joins Campbell & Company from Goldman Ismail Tomaselli Brennan & Baum LLP, where she served as the law firm’s Executive Director since 2016. Prior to that, she was the Vice President of Finance and Administration for Care Team Connect, a SaaS-based start-up where she served as a key member of the leadership team. Lisa previously served in senior finance roles for large consumer products companies including Unilever and PepsiCo, providing financial leadership for brand categories and trade spend management. Lisa’s ability to identify emerging opportunities and implement forward-thinking strategies has earned her a reputation as a trusted financial visionary. 

“I am excited to join Campbell & Company and contribute to its continued success,” says the new CFO. “I look forward to collaborating with the talented team to identify new opportunities, strengthen performance, and ultimately provide superior financial and operational support that will enable the company to further scale and grow.” 

Lisa is a Certified Public Accountant. She earned her MBA from the University of Chicago and a Bachelor of Business Administration (BBA) from Loyola University of Chicago. Please join Campbell & Company in welcoming Lisa to the team. With her leadership, Campbell & Company is poised to achieve new heights of success in our business operations and ESOP valuation strategy.  

About Campbell & Company

Campbell & Company is a national consulting firm that supports nonprofit organizations in creating 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 shared focus on the Campbell & Company mission: to advance the life-changing work of mission-driven organizations. 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. 

The post Lisa Puck Joins Campbell & Company as its Chief Financial Officer appeared first on Campbell & Company.

The Database Corner with Mike Furlong

Our organization has recently migrated from Raiser’s Edge to Salesforce and I can’t find a place to track Prospect Status (e.g. qualification, cultivation, etc.). It seems the entire relationship management lifecycle is tracked on the opportunity. Do you have any recommendations on where/how to track this?

This is something I’ve heard many times. Some organizations prefer to track everything on the opportunity, but many organizations I’ve worked with prefer to use separate fields to track the Prospect Status (overall status of the relationship) and the Opportunity Status (more detailed report of the status of this ask). If you are still working with your Salesforce implementation consultant, you should ask them to create a new field on the Account (Household) record for tracking the Prospect Status. I also recommend creating a read-only field on the Contact record that displays the Household Prospect Status on all contacts in the household. With that, I would also recommend updating the Opportunity Status so that relationship management statuses prior to solicitation are not used to avoid confusion and be more specific to the ask. Example values could include Strategy Development (or some pre-solicitation value), Asked/Pending, Accepted (Closed Won) and Declined (Closed Lost). Feel free to leave a comment below if you’d like to discuss more!

ask a question

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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.

While retaining her position as Vice President of Fundraising, Sarah will play a pivotal role in cultivating partnerships, implementing strategic initiatives, and championing the interests of nonprofits throughout the region. With two decades of dedicated service in fundraising, Sarah brings a wealth of expertise, creativity, and tailored strategies to all her engagements. Her extensive background in fundraising consulting, combined with her dedication to the nonprofit sector, positions her as an invaluable catalyst for driving transformational change and making a lasting impact. 

“As we embark on this exciting new chapter of growth and impact, we are thrilled to appoint Sarah as our Northwest Regional Director,” states Kate Roosevelt, Campbell & Company’s Co-President. “Sarah embodies our firm’s commitment to excellence and advancing the life-changing work of mission-driven organizations. Her leadership will elevate our engagement efforts to new heights while fostering and maintaining long-term partnerships across the region.” 

Sarah’s decades of direct development experience gives her the skills to guide organizations through various challenges across sectors. She’s a passionate leader (and frequent audience member) in the arts and partners closely with human services and conservation organizations. She has published and presented thought leadership on donor engagement in the technology industry, building resilient organizations, and equitable naming and recognition practices. Sarah is the founding manager of Campbell & Company’s Diversity, Equity, Inclusion, and Access (DEIA) Council, where she led Campbell’s effort to advance equitable practices in our firm and industry.   

Sarah holds an MBA from the University of San Francisco, a Bachelor of Arts in Theatre and Dance, and a Bachelor of Science in Political Science from Santa Clara University. She serves on the board of the University of San Francisco’s Women in Leadership and Philanthropy and is an active member of the Washington Women’s Foundation and AFP Advancement Northwest.  

“I am eager to continue to collaborate with the many creative minds and passionate advocates in Seattle and throughout the PNW,” states Sarah Marino. “Together, every initiative we undertake isn’t just for the advancement of your organization or even our sector, but for the betterment of the entire community.”

Campbell & Company extends its warmest congratulations to Vice President Sarah Marino on her appointment as the Northwest Regional Director and looks forward to her continued contributions to the organization’s mission and vision. 

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. 

The post Campbell & Company Appoints Vice President Sarah Marino as Northwest Regional Director 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.

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Food & Friends

Executive Director Carrie Stoltzfus and Chief Development Officer Carolyn Schmidt discuss how Campbell & Company led them through a campaign planning study – from developing a campaign operating plan to developing a compelling case for support and rebalancing their portfolios. 

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Cassie has been a member of AFP GLAC for 15 years and has long been dedicated to serving the nonprofit sector. As a biologist raised by social worker parents, Cassie loves the intersection of data, process, and humanity. She’s discovered that fundraising is really about connecting the mission of the organization to the values and passions of donors.  

“I am deeply honored and excited to lead our chapter,” says Cassie Carter. “I want our members to feel seen, respected, and supported when they are engaging with AFP GLAC programs, leadership, and staff. Our theme for this year is ‘generous community’ – in our complex and turbulent world, advancing this idea means that we support each other with an open heart, that we find value in our work, and that we value the contributions of everyone around us.” 

In her work at Campbell & Company, Cassie enjoys partnering with nonprofit staff and Boards to create effective and sustainable strategies and systems that help them expand their impact while promoting a culture of philanthropy and community that brings organizations and their stakeholders together to accomplish greater things through their mission. Having worked with leading institutions in LA, including Natural History Museum of Los Angeles County, Descanso Gardens, Television Academy Foundation, Guide Dogs of America, and The Disability Community Resource Center, Cassie looks forward to bringing her fundraising experience to her leadership role at AFP GLAC.  

Visit AFP GLAC to learn more about its regularly scheduled educational and networking opportunities this year. 

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 Association of Fundraising Professionals – Greater Los Angeles Chapter

AFP GLAC is committed to supporting development professionals throughout the greater Los Angeles area of California. The chapter has over 300 active AFP members, who serve as development directors, fundraising consultants, grant writers, volunteer fundraisers, foundation executives, and other individuals dedicated to fundraising and philanthropy. AFP GLAC has regularly scheduled lunch meetings featuring local speakers and topics relevant to our everyday work. The chapter also offers educational and networking opportunities such as the local area Round Tables, Advanced Executive Forums, Young Professional Education Series, & National Philanthropy Day® Conference and Awards Luncheon. 

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

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