Who are the key influencers in your organization? Who are the risk-takers? Is ambiguity feared, or is it embraced? In talent management organizations, the key influencers and risk-takers often sit at the top of the organizational chart. The vast majority of the team fears uncertainty. On the other hand, talent leadership organizations embrace ambiguity in every corner of the organization. People at all levels and functions feel supported and are encouraged to take risks, to exert their influence. We will explore the differences between managing people and leading talent and discuss strategies for building an organizational culture that motivates, inspires and challenges people to lead from where they are.

The state of diversity, equity, and inclusion is increasingly coming under attack as numerous individuals, state legislative bills, and well-funded thinktanks work feverishly to dismantle and invoke fear toward any progress. Institutions in some states are being directed to remove the language of diversity within their recruitment materials, and others are experiencing the call for removal of senior level diversity administrators after decades of student advocacy and intentional university commitment. What does this brewing anti-DEIB storm mean for the profession of advancement; how can advancement organizations build capacity to be agile during a contentious time? This session will expose strategic talent management professionals to topics targeting DEIB that may challenge their progress forward. In addition, this session will assist professionals in processing their internal strategy and position while identifying opportunities to stay the course on their DEIB strategic plans and initiatives.

An overview of how UT-Austin has built a cohesive and comprehensive frontline support cohort across multiple teams throughout the University Development Office and campus. By allowing these cross-campus partnerships, fundraisers can focus on their fundraising objectives as opposed to managing their support team. Frontline Support managers serve as a vital link for the fundraiser and frontline support staff members by taking on recruitment, hiring, onboarding, training, conflict resolution, and management responsibilities.

In this session, we will discuss a new approach to recruitment that explores ways to bring those without a fundraising background into advancement shops and help them flourish and thrive. By examining a case study from Louisiana State University and Advancement Resources, participants will learn the top three qualities new fundraisers should have (curiosity, grit, and professionalism), identify ideas for where to find these candidates and how to equip them for success, and make the case for recruiting outside the box..