Leading advancement teams today, amid change and hefty expectations, is like “constantly being in quicksand,” says Jhumar Johnson. That’s why cultivating resilience is crucial. Here, Johnson—who spent 11 years at the U.K.’s Open University—shares how resilience is built on consistency and trust, but also failure and joy.

"Everyone’s career story is unique,” says CASE Co-Executive Director of CASE Europe Pamela Agar, “[and] career paths can be surprising.” Here’s what she’s learned along her journey—and what she’s learned through each career move. 

At CASE’s “The Future of Advancement” panel discussions held throughout 2024, we invited members around the globe to share ideas about the profession. We consistently heard that institutions must sharpen their focus by listening more to their communities—understanding their doubts, addressing gaps in understanding, and clearly articulating our purpose.

For a new leader, the first 30 days in the role are about establishing trust. Trust is built on consistency, compassion, competence, and communication. This checklist can help new vice presidents or managers assess their own skills and begin to set the groundwork for trust.

Higher education’s top leadership role has evolved and expanded—and today’s advancement leaders are finding partners in their presidents, chancellors, vice-chancellors, and rectors. Here, five pairs of leaders share how they work together with mutual trust and shared commitment to their institutions.

Leaders of higher education institutions and independent K-12 schools have seen their fundraising responsibilities grow over time. To help members meet these challenges, the CASE Library has created this resource collection on how presidents and heads of school can develop their fundraising skills and collaborate with advancement staff. 

“There are so many juicy and amazing things we can tease out of data,” says analytics enthusiast and CASE volunteer Amanda Jarmon. She is an advocate for people with neurodivergence, calling her own experience with it her “superpower’ that enhances her ability to deeply analyze data for her clients. 

The average tenure for an advancement professional today is just five years. To keep staff on board, our workplaces need to be flexible, empathetic, inclusive, and transparent. Here, two researchers share what they’ve discovered about human-centered talent management and the key steps to retain staff: align talent to mission and values; engage the whole person; and recognize colleagues’ impact.  

Following the U.S. elections in November 2024, the CASE Library has curated this selection of CASE content, news coverage, and commentary on how the incoming Trump Administration and new Congress are affecting the K-12, higher education, and nonprofit sectors.

CASE Asia-Pacific Executive Director Nilanjana Pal has seen firsthand how education can lift entire communities. Here, she shares more about her commitment to supporting CASE members’ advancement missions to bring educational opportunities to students in Asia.