This resource collection from the CASE Library provides the definition of emotional intelligence and the tenets of emotional intelligence models and highlights why emotional intelligence is a valuable skill for any advancement professional.

Listing of advancement companies, consultants, and software.

As the new Co-Executive Directors for CASE Europe, Caroline Davis and Pamela Agar are leading CASE’s strategy and activities across Europe. They joined CASE’s London team in November 2022. Here, speaking at the September 2022 CASE Europe Annual Conference in Glasgow, Scotland, they shared more about their job-share and plans for supporting advancement professionals globally.

Stanford University’s School of Medicine remembered lives lost to COVID with the award-winning “Apart-Together Remembrance" memorial sculpture that brought together people across disciplines and across campus.

Sue Cunningham brings a global perspective to everything she does, and the benefit of this lens is clear in Global Exchange, in which advancement leaders from around the world address the critical issues facing the sector. With voices from schools, colleges, universities, and foundations, Global Exchange represents a collection of today’s ‘best thinking’ in educational advancement—guided, gathered, and annotated by someone who has led advancement offices on three continents.

Listing of advancement companies, consultants, and software.

Dos and don’ts of virtual interviews.

The CASE Library has created this collection to assist members who are planning commencement ceremonies during the COVID-19 pandemic. 

Advancement professionals need to be curious, spend time deepening our understanding of our institutions’ teaching and research, and get to know our colleagues leading this work. We would not exist without our academic colleagues, and without our teams, they would not benefit from the extra investment, connections, resources, and publicity. We are in this together.

With the Great Resignation, many professionals find themselves leading as middle managers for the first time. They got there because they excelled in previous roles; however, many have not had the appropriate training to help them reach their potential as team leaders. Several newer managers share how they’ve navigated the transition to leadership, along with their best advice for those new in such roles.