A solution to ensuring educational philanthropy and engagement workforce stability is considering candidates with transferable skills, says Ann Synder, CASE Senior Director, Communities Engagement. But what sorts of skills make someone good at advancement? Find out how to assess data-driven and strategic thinking, drive and follow-up, listening skills, and more when hiring to attract talent that will infuse the advancement industry with new ideas.

For members seeking information on a variety of advancement topics, the CASE Library’s Advancement Resource Catalog provides a central stop for resources on topics including campaign planning, engaging non-traditional alumni, and the latest research in the world of advancement.

If you take your time filling critical leadership roles, you will prepare the organization for what you wish to accomplish in the future rather than being comfortable with the status quo.

High turnover? You may be moving too hastily through the hiring process. Here's the case for hiring slow, especially at the vice president level. An advancement VP's departure offers a chance to completely rethink the position's focus and qualifications. The institution should consider where it wants to be in three to five years—and what skill set the VP must have to accomplish the goals needed to get there. Taking the time to find the right person for the organization will fuel the process of building a diverse workforce and foster consistency in staff supporting the new hire.

As advancement leaders step into 2019 and prepare to meet campaign goals, deliver projects, motivate their teams, and stay healthy and excited in their roles, Currents asked them to reflect on what they wanted to change or improve on as managers.

In 2011, the Alumni/ae Council at St. Paul Academy and Summit School in Minnesota was nearly nonexistent. Other than holding monthly meetings and a lackluster fundraising phonathon, the council sponsored no programs or events; it did not follow its bylaws and had no reporting structure or processes for recruiting new members. Most of the 11 council members were suffering from volunteer fatigue, particularly the president. Few members attended meetings, which were unproductive. The council frequently discussed the need to recruit new members but never developed an action plan.