Chapter 4: The Fund Development Professional: Choosing Your Road—Organizational Development Specialist or Just Another Fundraising Technician
1. In Keep Your Donors (John Wiley & Sons, 2008), read Intermezzo #1 about the folie du pourquoi (asking why) and Chapter , “The Red Pants Factor: A Story about the Power of Questioning.” Also see Chapter , which talks about organizational development specialists a bit.
2. Throughout this book, I use the terms fundraiser, development officer, and chief development officer. If your organization does not have a separate position responsible for the work, then your chief executive officer is responsible. For example, in small organizations, the chief executive (often called executive director) is the chief development officer, too.
3. Dr. Bryan is a retired human resources consultant from Rhode Island.
4. Yes, assertiveness can be risky. You may threaten your supervisor, your CEO, and others. Only you can decide how much risk to take. Only you can decide how to negotiate this. And you may have many different strategies and many different answers from moment to moment.
6. I remind myself that the degree to which one is able and willing to take risks often depends on one’s privilege. For example: If I have enough work as a consultant, I can risk disagreeing and arguing with a client—because if the client fires me, I’m okay. On the other hand, what ...