Being a successful manager means juggling multiple projects and individuals at the same time. And while you, no doubt, have talent—as you move up in advancement, you may not always have the skills you need to be the best manager you can be. That's why we've tailored the CASE Management Institute to address the needs of new and existing managers. This comprehensive four-phase training gives participants the opportunity to share best practices within advancement specifically and to collaborate on topics such as staff retention and team management.

As we gear up for the first phase of the Management Institute, kicking off in Chicago in October, we spoke with these faculty members on what it means to be a good manager and what they’re most looking forward to at the institute:

Shanna Hocking, associate vice president of individual giving at Children’s Hospital of Philadelphia

Holly Wolk, executive director of talent management and administration for the University of Rochester.

CASE: What qualities make a good manager?

Shanna Hocking: Lifelong learning, curiosity, vulnerability, active listening, and compassion.

Holly Wolk: A good manager can have a number of good qualities. However, I think integrity, authenticity, and adaptability are key to being a successful manager. If you do not know what your strengths and opportunities are, you will not be able to manage a team. Understanding what your style is and how you influence, impact, and lead others is critical in managing through your authentic self and allows others to trust and believe in your abilities.

CASE: Why are management skills important in the advancement field?

SH: It is a privilege to serve others. That is why many of us get into this field. Leadership is also about serving others. We train people to excel at their frontline roles, and we should make the same investment in training managers. If we are going to help our staff members be the best versions of themselves, it requires continual learning and commitment.

HW: We are a metrics-based field, but understanding the art to the work is important, as well. You have to be able to hold staff accountable for their performance, yet manage to the individual and what their obstacles and challenges might be.

CASE: What, if any, skills are lacking in advancement management in particular?

SH: Our profession has not historically invested in training advancement leaders. People were often promoted for being good at fundraising, but that doesn’t necessarily translate into being good at managing people. This is why the CASE Management Institute is so important. It is a commitment to strengthening the future of our profession by cultivating great leaders.

HW: I think the main skill that is missing is building trust between managers and staff. It is much easier to have a conversation with staff when there is a trust built. Title alone does not equal respect/trust in a manager. Building strong communication lines, holding staff accountable, and keeping true to your word are harder to do in a growing competitive market. The more managers can lead by example and build trust with their teams, the more engaged and productive a team will be.

CASE: What’s the best professional management advice you’ve received?

SH: Remember you are making the best decisions you can with the information you have at the time.

HW: To always manage the individual. Management needs to be flexible and communicated to staff in a manner that resonates with them. Managing in a fixed, stagnant way will result in a team working in an inefficient way and not building on their strengths.

CASE: Why should leaders send their staff to CMI? 

SH: There are many wonderful leadership programs, but CMI is the only program that teaches leadership skills with expertise in advancement. If you want to invest in your staff as leaders and advancement professionals, this is the program to attend. Managers will be surrounded by excellent faculty with many years of experience who are committed to sharing their successes and failures, and participants from around the world who are open to learning alongside them.

HW: This program allows you the space to explore your management style and provides you with colleagues to build your own professional network. It is designed to allow you to take away what you need while at the same time impacting others with your views and strategies. The return on investment for this program is quantifiable as it sends managers back to their organization with a stronger, more defined skill set then they may have come in with and strong managers increase your retention rates. Even seasoned managers will come away with one new idea to use in their role.

CASE: What are you most looking forward to at CMI this year?

SH: I am thrilled to be returning to CMI—this time as chair! I look forward to working with the amazing faculty and meeting the participants who teach me as much as I hope to teach them. It really is an honor to be a part of CMI. CASE has been such an important organization for me throughout my career.

HW: Learning from each other. I think no matter what level you are at in your management career you can always learn something new. This conference allows for new, junior, or senior managers to learn from one another. The faculty are there due to their experiences and expertise, but it is the people in the room that really make the program impactful and rewarding.

CASE: What do you hope participants will take away from CMI?

SH: I want people to leave feeling energized and better informed to lead their teams, inspired that they can accomplish something they may not have thought possible, and supported by a network of colleagues who will be with them for the rest of their leadership journey.

HW: That they come away with a network of colleagues and at least one idea or strategy that can impact their management role/style in a positive way.