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.

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..

It is an industry trend for institutions of higher education to experience turnover among development officers at the end of a campaign. As the University of Florida ends their historic Go Greater campaign, we will discuss creative strategies for engaging and retaining high-performing employees as a campaign ends.