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Changing Leadership for Today’s Sustainability 
Craig Shelley, Orr Associates, Inc. (OAI) Ronald Schiller, Aspen Leadership Group
Craig Shelley, Director, Orr Associates, Inc. (OAI) 
Ron Schiller, Founding Partner, Aspen Leadership Group 
November 13, 2014 
Leadership for Today’s Sustainability The CEO-CDO Partnership in a Changing Landscape
Craig Shelley, Director, Orr Associates, Inc. 
• 
Executive Director, NY/NJ, College Summit 
• 
Former CEO, Jersey Shore Council, Boy Scouts of America 
• 
Former National CDO, Boy Scouts of America 
• 
Former CDO, Greater New York Councils, Boy Scouts of America 
Ron Schiller, Founding Partner, Aspen Leadership Group 
•Author, The Chief Development Officer: Beyond Fundraising 
•Former Vice President, New England Conservatory; Northeastern University; University of Chicago 
•Senior Fundraising Roles: Eastman School of Music, Carnegie Mellon University, National Public Radio 
•Former Senior Vice President, Lois L. Lindauer Searches 
Introductions
• 
The institution’s chief executive in a paid, administrative position 
• 
The most common titles include: President, CEO, Executive Director 
CEO: Definition
• 
The institution’s most senior administrative officer whose primary responsibility is fundraising 
• 
The most common titles include: Senior Vice President, Vice President, Executive Director, or Director… 
…of Development, Advancement, Institutional Advancement, or External Relations 
CDO: Definition
• 
Compass Point Nonprofit Services and the Evelyn & Walter Hass Jr. Fund: 
− 
Half of chief fundraisers plan to leave their jobs within two years or less; 40% are thinking of leaving fundraising entirely 
− 
53% of CEOs say their most recent search for a top fundraiser failed to attract enough qualified candidates 
− 
1 in 3 CEOs say they are lukewarm about the performance of their CDO 
Current Landscape
• 
Search experience shows that vacancies in the position of CDO are almost always the result of: 
− 
Weak partnerships with CEOs 
− 
Inability to contribute to overall leadership of the organization as a senior officer 
− 
Less often is weakness in fundraising a major factor in a CDO being asked to step down 
Current Landscape (cont’d)
• 
Increased financial pressure and competition 
• 
Contributed revenue a growing percentage of overall revenue 
• 
CEOs are judged on financial management and fundraising performance: job descriptions, performance evaluations, retirement announcements 
• 
CEOs in turn depend more than ever on their CDOs. “Cabinet within the cabinet” 
Changes in the Role of CEO
• 
In research for a new book, top donors report that most of their largest gifts go to an institution on whose board they serve or have served 
• 
Boards play critical roles in philanthropic leadership 
Boards and Fundraising
• 
The CEO and CDO both interact regularly with board members 
• 
Today’s CDO has as much or more access to and interaction with the board than other officers—often more interaction than the CEO 
• 
Board members are the boss’s bosses 
• 
The CDO must be sensitive and smart about this privileged position 
Boards, CEOs, and CDOs
THE CEO
• 
Staff & General Leadership 
• 
Fundraising 
• 
Board Engagement & Recruiting 
Key Functions
CEO Leadership - Then 
CEO 
Program 
Board 
Develop- ment 
Finance 
Adminis- tration
CEO Leadership – For Sustainability 
CEO 
Program 
Board 
Develop- ment 
Finance 
Adminis- tration
CEO Fundraising - Then 
CEO 
FUNDRAISING 
Events 
Major Donors 
Mail 
Board Giving
CEO Fundraising – For Sustainability 
FUNDRAISING 
Events Case 
Impact Online Giving Planned Giving 
Vision 
Major Donors Crowdfunding 
Vision Mail 
Giving Societies 
Board Giving 
CEO
Board Engagement & Recruiting Case Study
THE CDO
• 
“The role is a broad institutional leadership role. CDOs need broader talents and should be prepared to be players in the running of the business of their organizations.” 
Ann McLaughlin Korologos, former United States Secretary of Labor and chair of multiple boards 
An Institutional Leadership Role
• 
Expert in: 
− 
Business Principles and Practices 
− 
Governance 
− 
Finance, budgeting, investment 
− 
Communication, marketing, branding 
− 
Strategic and long-term planning 
− 
Information technology 
− 
Crisis management 
− 
Legal affairs 
Today’s CDO
• 
Interacts with more constituencies than any other person, except perhaps the CEO 
• 
Usually has a closer relationship with a larger number of board members than any other senior officer 
• 
Is expected to understand, internalize, and be able to articulate in compelling ways the mission, vision, and specific strategic plans of the institution 
Today’s CDO
• 
Engagement with every part of the organization 
Access, Perspective, and Responsibility
• 
Engagement with every part of the organization 
• 
Engagement with the boss’ bosses 
Access, Perspective, and Responsibility
• 
Engagement with every part of the organization 
• 
Engagement with the boss’ bosses 
• 
Opportunity to serve as strategic thought partner 
Access, Perspective, and Responsibility
• 
Engagement with every part of the organization 
• 
Engagement with the boss’ bosses 
• 
Opportunity to serve as strategic thought partner 
• 
Marriage – changes in CEO role have made excellent chemistry essential, for BOTH 
Access, Perspective, and Responsibility
• 
Engagement with every part of the organization 
• 
Engagement with the boss’ bosses 
• 
Opportunity to serve as strategic thought partner 
• 
Marriage – changes in CEO role have made excellent chemistry essential, for BOTH 
• 
Trusted partner 
Access, Perspective, and Responsibility
• 
Engagement with every part of the organization 
• 
Engagement with the boss’ bosses 
• 
Opportunity to serve as strategic thought partner 
• 
Marriage – changes in CEO role have made excellent chemistry essential, for BOTH 
• 
Trusted partner or liability 
Access, Perspective, and Responsibility
• 
Relationship builder in chief 
CDO Roles and Responsibilities Beyond Fundraising
• 
Relationship builder in chief 
• 
Shaper of culture: philanthropic partnership 
CDO Roles and Responsibilities Beyond Fundraising
• 
Gary Comer: “My wife Francie and I have been determined to find the most effective ways to give back to my old neighborhood. We have chosen to do that by focusing on fundamental needs, such as children’s health and education. What could be more important than that?” 
Before Gary’s death, Gary and Francie Comer gave the University of Chicago $20 million to build the Comer Children’s Hospital, $21 million to add a pediatric emergency room, and $42 million to expand the hospital and add a Center for Children and Specialty Care. This is in addition to many wonderful gifts in the neighborhood including the Comer Youth Center, gifts for the Revere School, and support of neighborhood housing initiatives, as well as gifts to the University for the College, the School of Social Services Administration, and the Physical Sciences Division. 
Partners
• 
Relationship builder in chief 
• 
Shaper of culture 
• 
Strategist and planner 
CDO Roles and Responsibilities Beyond Fundraising
• 
Relationship builder in chief 
• 
Shaper of culture 
• 
Strategist and planner 
• 
Governance expert and trusted advisor on board matters 
CDO Roles and Responsibilities Beyond Fundraising
• 
Relationship builder in chief 
• 
Shaper of culture 
• 
Strategist and planner 
• 
Governance expert and trusted advisor on board matters 
• 
Trusted thought partner and sounding board 
CDO Roles and Responsibilities Beyond Fundraising
• 
Flag bearer 
CDO Roles and Responsibilities Beyond Fundraising
• 
Flag bearer 
• 
Visionary and confident sight-raiser 
CDO Roles and Responsibilities Beyond Fundraising
• 
Flag bearer 
• 
Visionary and confident sight-raiser 
• 
Talent magnet and builder of winning teams 
CDO Roles and Responsibilities Beyond Fundraising
• 
Flag bearer 
• 
Visionary and confident sight-raiser 
• 
Talent magnet and builder of winning teams 
• 
Mentor to future CDOs 
CDO Roles and Responsibilities Beyond Fundraising
• 
There are challenges in the role and its evolution, to be sure. For some, these changes make the role more appealing 
“The job is much more challenging and complex today than even a few years ago, but for the right person, it’s a more interesting job as a result” 
Cecile Richards, President, Planned Parenthood Federation of America 
The Right Person
PARTNERSHIP
• 
In interviews with CDOs and CEOs with successful partnerships, the word “marriage” came up again and again 
• 
What does this mean for search? 
− 
CEOs: Find a thought partner – in search consultant, and in CDO 
− 
CDOs: Don’t chase salary or title. Find a partner whose vision and style are highly compatible 
Marriage
• 
Learn and Adapt to CEO style 
• 
Make clear that you are on the CEO’s team, and a full participant on that team; don’t make the CEO babysit 
• 
Prove your value as a thought partner 
• 
Show, don’t tell: Don’t be a dream killer 
• 
Avoid WADITWAs 
• 
Facilitate CEO relationships, and set the CEO up for wins, especially with board members 
Building an Effective Partnership with the CEO: What should the CDO do?
• 
Be clear about vision, and be sure your CDO understands and fully embraces the vision 
• 
Don’t chase resumes with big numbers; find a thought partner 
• 
Allow CDO to be at the table: in governance and financial planning 
• 
Ensure that entire leadership team owns responsibility for goals and culture of belief and confidence 
• 
Regularly discuss key stakeholders, including board members 
• 
Communicate often – daily is not too much 
Finding the Right CDO Partner and Sustaining an Effective Partnership: What can CEOs do?
Craig Shelley (212) 424-1934 cshelley@oai-usa.com 
Ronald Schiller (970) 315-2818 ronschiller@aspenleadershipgroup.com 
Questions?

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Changing Leadership for Today's Sustainability

  • 1. Changing Leadership for Today’s Sustainability Craig Shelley, Orr Associates, Inc. (OAI) Ronald Schiller, Aspen Leadership Group
  • 2. Craig Shelley, Director, Orr Associates, Inc. (OAI) Ron Schiller, Founding Partner, Aspen Leadership Group November 13, 2014 Leadership for Today’s Sustainability The CEO-CDO Partnership in a Changing Landscape
  • 3. Craig Shelley, Director, Orr Associates, Inc. • Executive Director, NY/NJ, College Summit • Former CEO, Jersey Shore Council, Boy Scouts of America • Former National CDO, Boy Scouts of America • Former CDO, Greater New York Councils, Boy Scouts of America Ron Schiller, Founding Partner, Aspen Leadership Group •Author, The Chief Development Officer: Beyond Fundraising •Former Vice President, New England Conservatory; Northeastern University; University of Chicago •Senior Fundraising Roles: Eastman School of Music, Carnegie Mellon University, National Public Radio •Former Senior Vice President, Lois L. Lindauer Searches Introductions
  • 4. • The institution’s chief executive in a paid, administrative position • The most common titles include: President, CEO, Executive Director CEO: Definition
  • 5. • The institution’s most senior administrative officer whose primary responsibility is fundraising • The most common titles include: Senior Vice President, Vice President, Executive Director, or Director… …of Development, Advancement, Institutional Advancement, or External Relations CDO: Definition
  • 6. • Compass Point Nonprofit Services and the Evelyn & Walter Hass Jr. Fund: − Half of chief fundraisers plan to leave their jobs within two years or less; 40% are thinking of leaving fundraising entirely − 53% of CEOs say their most recent search for a top fundraiser failed to attract enough qualified candidates − 1 in 3 CEOs say they are lukewarm about the performance of their CDO Current Landscape
  • 7. • Search experience shows that vacancies in the position of CDO are almost always the result of: − Weak partnerships with CEOs − Inability to contribute to overall leadership of the organization as a senior officer − Less often is weakness in fundraising a major factor in a CDO being asked to step down Current Landscape (cont’d)
  • 8. • Increased financial pressure and competition • Contributed revenue a growing percentage of overall revenue • CEOs are judged on financial management and fundraising performance: job descriptions, performance evaluations, retirement announcements • CEOs in turn depend more than ever on their CDOs. “Cabinet within the cabinet” Changes in the Role of CEO
  • 9. • In research for a new book, top donors report that most of their largest gifts go to an institution on whose board they serve or have served • Boards play critical roles in philanthropic leadership Boards and Fundraising
  • 10. • The CEO and CDO both interact regularly with board members • Today’s CDO has as much or more access to and interaction with the board than other officers—often more interaction than the CEO • Board members are the boss’s bosses • The CDO must be sensitive and smart about this privileged position Boards, CEOs, and CDOs
  • 12. • Staff & General Leadership • Fundraising • Board Engagement & Recruiting Key Functions
  • 13. CEO Leadership - Then CEO Program Board Develop- ment Finance Adminis- tration
  • 14. CEO Leadership – For Sustainability CEO Program Board Develop- ment Finance Adminis- tration
  • 15. CEO Fundraising - Then CEO FUNDRAISING Events Major Donors Mail Board Giving
  • 16. CEO Fundraising – For Sustainability FUNDRAISING Events Case Impact Online Giving Planned Giving Vision Major Donors Crowdfunding Vision Mail Giving Societies Board Giving CEO
  • 17. Board Engagement & Recruiting Case Study
  • 19. • “The role is a broad institutional leadership role. CDOs need broader talents and should be prepared to be players in the running of the business of their organizations.” Ann McLaughlin Korologos, former United States Secretary of Labor and chair of multiple boards An Institutional Leadership Role
  • 20. • Expert in: − Business Principles and Practices − Governance − Finance, budgeting, investment − Communication, marketing, branding − Strategic and long-term planning − Information technology − Crisis management − Legal affairs Today’s CDO
  • 21. • Interacts with more constituencies than any other person, except perhaps the CEO • Usually has a closer relationship with a larger number of board members than any other senior officer • Is expected to understand, internalize, and be able to articulate in compelling ways the mission, vision, and specific strategic plans of the institution Today’s CDO
  • 22. • Engagement with every part of the organization Access, Perspective, and Responsibility
  • 23. • Engagement with every part of the organization • Engagement with the boss’ bosses Access, Perspective, and Responsibility
  • 24. • Engagement with every part of the organization • Engagement with the boss’ bosses • Opportunity to serve as strategic thought partner Access, Perspective, and Responsibility
  • 25. • Engagement with every part of the organization • Engagement with the boss’ bosses • Opportunity to serve as strategic thought partner • Marriage – changes in CEO role have made excellent chemistry essential, for BOTH Access, Perspective, and Responsibility
  • 26. • Engagement with every part of the organization • Engagement with the boss’ bosses • Opportunity to serve as strategic thought partner • Marriage – changes in CEO role have made excellent chemistry essential, for BOTH • Trusted partner Access, Perspective, and Responsibility
  • 27. • Engagement with every part of the organization • Engagement with the boss’ bosses • Opportunity to serve as strategic thought partner • Marriage – changes in CEO role have made excellent chemistry essential, for BOTH • Trusted partner or liability Access, Perspective, and Responsibility
  • 28. • Relationship builder in chief CDO Roles and Responsibilities Beyond Fundraising
  • 29. • Relationship builder in chief • Shaper of culture: philanthropic partnership CDO Roles and Responsibilities Beyond Fundraising
  • 30. • Gary Comer: “My wife Francie and I have been determined to find the most effective ways to give back to my old neighborhood. We have chosen to do that by focusing on fundamental needs, such as children’s health and education. What could be more important than that?” Before Gary’s death, Gary and Francie Comer gave the University of Chicago $20 million to build the Comer Children’s Hospital, $21 million to add a pediatric emergency room, and $42 million to expand the hospital and add a Center for Children and Specialty Care. This is in addition to many wonderful gifts in the neighborhood including the Comer Youth Center, gifts for the Revere School, and support of neighborhood housing initiatives, as well as gifts to the University for the College, the School of Social Services Administration, and the Physical Sciences Division. Partners
  • 31. • Relationship builder in chief • Shaper of culture • Strategist and planner CDO Roles and Responsibilities Beyond Fundraising
  • 32. • Relationship builder in chief • Shaper of culture • Strategist and planner • Governance expert and trusted advisor on board matters CDO Roles and Responsibilities Beyond Fundraising
  • 33. • Relationship builder in chief • Shaper of culture • Strategist and planner • Governance expert and trusted advisor on board matters • Trusted thought partner and sounding board CDO Roles and Responsibilities Beyond Fundraising
  • 34. • Flag bearer CDO Roles and Responsibilities Beyond Fundraising
  • 35. • Flag bearer • Visionary and confident sight-raiser CDO Roles and Responsibilities Beyond Fundraising
  • 36. • Flag bearer • Visionary and confident sight-raiser • Talent magnet and builder of winning teams CDO Roles and Responsibilities Beyond Fundraising
  • 37. • Flag bearer • Visionary and confident sight-raiser • Talent magnet and builder of winning teams • Mentor to future CDOs CDO Roles and Responsibilities Beyond Fundraising
  • 38. • There are challenges in the role and its evolution, to be sure. For some, these changes make the role more appealing “The job is much more challenging and complex today than even a few years ago, but for the right person, it’s a more interesting job as a result” Cecile Richards, President, Planned Parenthood Federation of America The Right Person
  • 40. • In interviews with CDOs and CEOs with successful partnerships, the word “marriage” came up again and again • What does this mean for search? − CEOs: Find a thought partner – in search consultant, and in CDO − CDOs: Don’t chase salary or title. Find a partner whose vision and style are highly compatible Marriage
  • 41. • Learn and Adapt to CEO style • Make clear that you are on the CEO’s team, and a full participant on that team; don’t make the CEO babysit • Prove your value as a thought partner • Show, don’t tell: Don’t be a dream killer • Avoid WADITWAs • Facilitate CEO relationships, and set the CEO up for wins, especially with board members Building an Effective Partnership with the CEO: What should the CDO do?
  • 42. • Be clear about vision, and be sure your CDO understands and fully embraces the vision • Don’t chase resumes with big numbers; find a thought partner • Allow CDO to be at the table: in governance and financial planning • Ensure that entire leadership team owns responsibility for goals and culture of belief and confidence • Regularly discuss key stakeholders, including board members • Communicate often – daily is not too much Finding the Right CDO Partner and Sustaining an Effective Partnership: What can CEOs do?
  • 43. Craig Shelley (212) 424-1934 cshelley@oai-usa.com Ronald Schiller (970) 315-2818 ronschiller@aspenleadershipgroup.com Questions?