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Well, I kind of deferred to my colleagues in the sector
and allowed kind of 20 of the kind of leading heads of fundraising and sector
consultants to define that for me, and to think about the organisations that they thought
were outstanding in those terms.
But when they talk about great fundraising, they're talking about organisations that have
achieved substantive growth. Doubling, trebling or maybe even quadrupling the amount of income
that they've been able to generate from that fundraising.
It's so successful that in a way it transforms the organisation. It transforms the
way that that organisation is able to address
the societal need that it's aiming to address.
And we were able to get these leaders to identify organisations that they thought were outstanding
and look at the patterns in that and then pick out the top five organisations that people
nominated and then conduct some interviews with the leaders of these organisations
and also the more senior members of their teams so we could get a
sense of, all right, so this has been, you know, excellent
fundraising over the last few years but what is it about that
that's distinctive? What is it about the way that organisations run, and what is it about
the leadership that kind of got them to that point? So what I'm going to do is talk about, a little bit about the leaders
and their characteristics and in general terms what we found about that.
I'll talk to you then a little bit about what those leaders did in the organisation
in terms of the actions that they take and the things that they manage
and then I'll conclude by giving you
really what it boiled down to at the end of the day. It's not quite
so much about what people do in organisations, it's
how people think, and that how people think is the third part of what I'll talk about. So, that's where I'm heading.