The Extreme Fundraising Blog

As we’ve learned through this series, an “ability” is a hardwired, natural talent that we’re born with. It speaks to the things that seem to come naturally to us; the things we do with relative ease. We all do things that we are not talented in. We’ve built up skills to help us with these tasks but, even with strong skills, these tasks take longer and create more stress than tasks that play to our abilities.

In this series, we looked at what the Highlands Company calls the “Personal Style” abilities:

• Generalist/Specialist,
• Introversion/Extroversion, and
• Time Frame Orientation.

These abilities are very transferable between jobs. We saw how the difference between Specialist and Generalist deeply impacts the way we approach work and teams. We also saw how Introversion and Extroversion not only indicated what energizes us but also whether we process information verbally or not.

Then we looked at how Generalist/Specialist and Introversion/Extroversion combined to create the distinct patterns of People Influencing, Performer, Renaissance Person, and Professional/Researcher. Finally, we looked at how our Time Frame Orientation, whether short-, mid-, or long-term, mixes with the various personal style attributes.

We moved on to looking at the five Driving Abilities in detail:

• Classification,
• Concept Organization,
• Idea Productivity,
• Spatial Relations Theory, and
• Spatial Relations Visualization.

These are the abilities that compel us to use them. If they do not find expression in our life they will cause dissatisfaction.

Among the things we discovered was that people high in Classification like chaotic work environments and people high in Concept Organization are naturally talented at organizing thoughts. We also saw that people low in both Classification and Concept Organization may make the best executives and managers since they tend to be very effective decision makers. We also looked at how these two combined to create four distinct problem solving patterns: Consultative, Diagnostic, Logistical/Analytical, and Experiential.

We learned that Idea Productivity had to do with the quantity of ideas our brain continually generates, not the quality, and how that can impact our ability to concentrate. We also saw how Spatial Relations Theory and Spatial Relations Visualization deeply impact the satisfaction we get from the work we do.

An important point about abilities is that they do not determine whether you can or cannot do a task. The Highlands Company has identified 8 factors that affect your work and life:

• Abilities,
• Skills,
• Interests,
• Personal Style,
• Family,
• Values,
• Goals, and
• Career Development Stage.

All of these combine to help you complete a job. But when you’re working in line with your abilities, it’s as natural as breathing—you just do it. But when you’re working outside of your abilities, it’s like someone with asthma or emphysema breathing—you have to think about each breath. It’s not that you can’t do things outside of your abilities; it’s just that it you’ll expend much more energy doing them.

Abilities are not influenced be education or experience. They remain constant throughout life. Skills, on the other hand, are learned and can get rusty without constant use.

As we’ve seen, understanding our abilities can help influence all aspects of the fundraising cycle: cultivation, solicitation, and stewardship. They also can give clues as to why donors—and co-workers!—behave as they do!

Just as we saw four profiles emerge from the Personal Style abilities, there are four profiles that come with the combination of the Driving Abilities of Classification and Concept Organization.

CONSULTATIVE
People high in both classification and concept organization fit the “consultative” problem solving style. Not only do these people thrive in a chaotic environment and love solving problems (high classification), they are also very effective at communicating the solutions to the problems (high concept organization). They are able to walk into a situation, identify the problem, and explain some logical solutions. Consultative people are much more comfortable with the big picture and explaining the big picture to others. Because they thrive on challenges and change, these are not the folks you’d want to implement the solution, nor would they want to do it if you asked them too.

EXPERIENTIAL
People low in both classification and concept organization are considered “experiential” problem solvers. They are naturally wired to be patient with process and allowing people to grow at their own pace (low classification). They can also act decisively and quickly since they don’t have a pressing need to work through all the steps of a solution (low concept organization). Experiential problem solvers may well be the fastest problem solvers in a group. They may take a little longer on the front-end but once they’ve experienced a problem, they are quite adept at applying what they’ve learned to similar problems. They may not be able to explain how they got to the solution, but the solution usually fits. And, because they tend to be patient with people and process, they can be terrific implementers.

This is probably the ideal executive or managerial problem solving type. Given their ability to apply past experiences to present situations, it may be advisable for people with this combination to get as much varied work experience as possible early on in their careers.

DIAGNOSTIC
People high in classification and low in concept organization are considered “diagnostic” problem solvers. They like a fast, seat-of-your-pants work pace (high classification) and are able to go into a situation and “just know” what is going on. It’s as though they grab the answer out of thin air. The low concept organization helps them to identify a problem even more quickly, since they don’t have a need to work through all the steps of the process. But diagnostic problem solvers aren’t naturally adept at articulating what they see (low concept organization). They can do it; they just need to give themselves adequate time.

ANALYTICAL
Finally, people low in classification and high in concept organization are called “analytical” problem solvers. As people low in classification, they aren’t going to rush into a situation and quickly try to fix it. They’re much more comfortable with a stable work environment and with structure (low classification). They are good listeners and can be very accepting. Because they naturally create systems and structures (high concept organization), analytical problem solvers are very good at researching a problem in depth.

****IMPLICATIONS FOR FUNDRAISING****
We need all four problem solving types in our fundraising effort. The analytical problem solvers might be very good at ferreting out a longstanding dysfunction that’s affected donors and staff members in an organization over a period of years. The consultative problem solver can quickly see what needs work and explain it well, but others will be better suited to implement it.

There are so many possible implications but let’s look at a capital campaign. A diagnostic or consultative type may accurately identify the items needed in a capital campaign. But you’ll want an analytical person drawing up the blueprints. And you’ll probably want an experiential problem solver at the helm to make the plan a reality. When the going gets tough, they often won’t get as flustered as others. That is a definite asset in a campaign!

The experts that created the Highlands Ability Battery found that Spatial Relations Visualization (SRV) may be the most important factor in determining job satisfaction. People high in SRV like to have something tangible to show for their work. Many people high in SRV work in careers involving intangible things like people and relationships. These people often reach their mid-life and wonder what they have to show for their life. Even if they’ve helped dozens of people lead more fulfilling lives as a counselor, since they don’t have anything tangible to show for it—a book, a building, anything—they become incredibly depressed. They’ll often say their work doesn’t give them any “satisfaction.”

Given the importance of spatial relations visualization, we’ll look at the characteristics and challenges for people high, low, and in the mid range of this ability.

****HIGH SPATIAL RELATIONS VISUALIZATION****
CHARACTERISTICS
People high in SRV are structural thinkers. They like dealing with tangible, “real,” concrete things. They especially need to have something concrete to show for the work they do. They find it very easy to manipulate 3-dimensional objects in their mind. They have no problem translating 2-dimensional plans into 3-dimensional structures.

One of my friends is very high in SRV. This summer he added an addition to his home that basically doubled the house’s square footage. But he did the whole project without written plans and did it without any problems! High SRV people can do things like that.

CHALLENGES
One of the biggest challenges for high SRV people is realizing that not everyone sees the world like they do! Since nothing seems real unless you can touch and see it, people high in SRV can find it very challenging to deal in the realm of feelings and emotions. They will ultimately be dissatisfied with any work that is completely abstract.

****LOW SPATIAL RELATIONS VISUALIZATION****
CHARACTERISTICS
Since people low in SRV have no need to deal with concrete things, they are quite comfortable in the worlds of emotions, relationships, and ideas. They’re even comfortable in the realms of law and numbers. They’ll find themselves pulled toward careers such as counseling, teaching, and politics.

CHALLENGES
People low in SRV tend to be so comfortable in abstractions that they tend to overlook the connections between the abstract world and the real world. They also find it very challenging to enjoy working with hands-on tools or projects.

****MID SPATIAL RELATIONS VISUALIZATION****
Spatial relations visualization is such a strong driver that people in the mid-range, those that exhibit some high SRV tendencies and some SRV tendencies, need to be particularly intentional in planning their tasks. These people way not need to have an SRV outlet in their day-to-day jobs but they should seek hobbies that rely on this ability. Good SRV hobbies include: gardening, landscaping, vacuuming, ironing, martial arts, making pies and cookies—anything that has tangible results.

Taking the Highlands Ability Battery is the best way I’ve found to help determine whether you are in the high, low, or mid range of spatial relations visualization. If you haven’t yet taken the Highlands but are feeling dissatisfied in your life even after working through the other abilities we’ve discussed, why not try completing something with a concrete result. If you feel more at peace, more centered, more satisfied, you may be mid to high range SRV.

****IMPLICATIONS FOR FUNDRAISING****
Because spatial relations visualization is such an important factor in job satisfaction, it can be incredibly important in your life as a fundraiser. Much of our work is intangible—working with relationships, emotions, ideas. Being high in SRV, I personally tried to “tangibilitize” my work by tracking things like the number of donor contacts I made, how much money I asked for, and how much money I actually raised. These spread sheets went a long way in helping make my work tangible.

An added benefit was their ability to communicate what I did to my supervisors and to others in the organization. You can download a free call sheet at: http://www.fundraisingcoach.com/articles.htm.

Spatial Relations Theory and Spatial Relations Visualization (which we’ll look at next time) are closely related. Together, they measure two sides of the same coin: a person’s preference to mentally deal with the “real world” of objects and systems or a person’s ability to deal instead with the realm of relationships and intangibles. People high in both are often dealing with the world in a hands-on capacity like engineers, doctors, and physicists. People low in both are much more comfortable dealing with the world of relationships, laws, and other abstractions. They are often counselors, managers, and accountants.

****HIGH SPATIAL RELATIONS THEORY****
CHARACTERISTICS
People high in spatial relations theory find it very easy to mentally imagine and manipulate multi-dimensional spaces and objects. They have the ability to both conceptualize and design equipment and machines and to conceptualize complex organizational structures like government, businesses, or families. With an almost innate sense, they seem to just “get” how things work—even things like gravity.

One of my friends is pretty high in spatial relations theory. Whenever he walks into a room, he’s instantly figures out the electrical wiring inside the walls. He doesn’t have to work at it; he just “gets” it.

CHALLENGES
Even though people high in spatial relations theory can visualize how things work, they aren’t necessarily able to make those systems or machines. That ability is linked with the other side of the coin, spatial relations visualization. Also, since they are so adept at “systems thinking,” they can often have a hard time remembering to take care of practical things.

****LOW SPATIAL RELATIONS THEORY****
CHARACTERISTICS
People low in spatial relations theory aren’t particularly interested in abstract things like higher math, physics, or cosmology. They aren’t interested in how electricity works or where the wires run in a room—they just want the computer to turn on when they push the power button. People lower in spatial relations theory are much more interested in people and staying in direct contact with people. They think much more practically than the more hypothetically minded people higher in this ability.

CHALLENGES
People low spatial relations theory can have a very hard time visualizing or understanding models of systems like organizational charts. They can still change these systems or improve them but they don’t naturally “get” all the interacting relationships.

****IMPLICATIONS FOR FUNDRAISING****
One of the first times I became aware of this ability and its application to fundraising occurred when our staff was trying to schedule mailings for the coming year. More and more things were needing to be communicated to our constituents. It seemed everyone in the room had a knee-jerk reaction that each new thing required its own mailing. We were coming up with far more mailings than our small office could handle and then our constituents would tolerate. We felt more and more overwhelmed.

I remember getting really frustrated with the way the conversation was going. After a while, I just couldn’t hold it in. Almost irritably I asked, “Why don’t we just do this?” and proceeded to effectively blend the messages into our existing mailings. I didn’t know about this ability at the time. I just knew how frustrated I was that the others didn’t “get it.” Could I be the only person in the room to see how all the mailings interacted with each other?

It turns out, I was. That’s not a value judgment. Not being able to see the systems isn’t a good or bad thing. I can easily miss the practical—like remembering to have sufficient postage for our mailings.

Rather than getting frustrated that people were missing something I thought was so obvious, I learned to choose to see my perspective as a gift I could offer the team. And others will remind me to have the right postage!

I can also see implications for donor cultivation and stewardship involved with this ability. Some donors will be incredibly interested in organizational mission and vision and how the organization is structured to empower that mission. Others couldn’t give a rip. They want to know about the people involved and the practical things like where their money is going.

Idea productivity is the third of the powerful driving abilities. Idea productivity measures the quantity of ideas a person has not the quality. It measures how many ideas a person has, not how creative a person is. I like to think of idea productivity as the flow of water coming out of a faucet: some people have a slow drip, some have a flow, and others have a torrent.

****HIGH IDEA PRODUCTIVITY****
CHARACTERISTICS
People high in idea productivity love environments that require them to constantly come up with new approaches to the task at hand. When faced with a problem, they find it very easy to come up with a wide variety of possible solutions. They gravitate to roles that involve persuasion and selling.

CHALLENGES
Remember the faucet analogy above? People high in idea productivity are the folks that have the water coming out like a torrent. Ideas are constantly slamming into the front of their brain. Good ideas and bad ideas. Since abilities aren’t things you can turn on or off, this can be a serious distraction.

These people usually get restless and bored easily. Since they have difficulty focusing for a long time on a single project, they often prefer to work on several projects at the same time. Where this may look chaotic to a person lower in idea productivity, it’s actually a great way for them to harness their ability and still get work done.

****LOW IDEA PRODUCTIVITY****
CHARACTERISTICS
People low in idea productivity have an amazing ability to focus on a task and see it through from start to finish. They don’t get distracted by other thoughts. They can focus even when working in complex environments.

CHALLENGES
People low in idea productivity need to give themselves time to come up with ideas. They may have trouble seeing new ways of doing things. They may even have trouble coming up with examples to illustrate points.

****IMPLICATIONS FOR FUNDRAISING****
Can you see all the ways idea productivity might affect our fundraising? Here are a few:

• If you’re higher in idea productivity, you have a natural bent to sales. That’s great in this field. But people lower in idea productivity way get frustrated with the seeming “randomness” of people higher in idea productivity. So you should probably brainstorm the ideas of your solicitation and work with someone to help you separate out the good ones before you’re in front of the donor.
• People lower in idea productivity aren’t naturally talented at coming up with examples on the fly. They will probably need to work hard, maybe even partner with someone higher in idea productivity, to come up with stories of ways the gifts of the donor is having impact.
• When facilitating a focus group of donors, be sure to solicit ideas from people both high and low in idea productivity. Both types come up with wonderfully creative solutions. High idea productivity folks will be easy to discern since the will be stumbling over themselves to share their ideas.

****WHAT ABOUT YOU?****
How is this knowledge about idea productivity going to impact you? Perhaps a frustrated teacher labeled you ADD or ADHD when you were really high in idea productivity. The classroom isn’t a natural environment for people high in this ability. What was labeled as a “problem” may really be a blessing in disguise.

As I mentioned in the last issue, the five driving abilities are very powerful. These abilities directly impact job performance and satisfaction. If any one of these abilities is high, it requires itself to find an outlet. Most jobs only call on one or two so people that test high in many of these abilities need to find outlets for them in other areas of their life.

Concept organization is what the Highlands Company defines as: “the kind of problem solving in which a person starts with known facts, uses logical connections between them, and arrives at a logical conclusion.”

Concept organization is linear, left-brain problem solving. It is the basis for planning, strategizing for the future, and communicating thoughts in ways others can understand. Let’s look at the characteristics and challenges of people that test high and low in Classification.

****HIGH CONCEPT ORGANIZATION****
CHARACTERISTICS
People high in concept organization find it natural to organize and plan things. They easily create structures, systems, and schedules for themselves and others. Because people usually understand information much better if presented to them logically, people high in concept organization are often terrific communicators. Their organizational ability is internal so they really do know where things are, even if their desks are a mess!

CHALLENGES
People high in concept organization feel a need to go thought every single step in the decision process. They even feel compulsion to finish all the steps in a project without analyzing whether the steps are important or not. Their step-by-step adherence to detail can get in the way of their making decisions.

****LOW CONCEPT ORGANIZATION****
CHARACTERISTICS
People low in concept organization can act quickly and decisively. They have no need to work through all the steps of a solution and they can get impatient with those that do. This ability to cut through layers of logic to get to an answer is a valuable skill for executives and managers.

CHALLENGES
People low in concept organization can be overwhelmed by multiple competing demands. They can also have a challenge organizing and prioritizing. People low in concept organization will usually need to rely on external organization tools like calendars, planners, lists, and files. They may also have a hard time communicating clearly with people. Since this doesn’t come easily for them, they’ll just need to allow more time to prepare for presentations and talks.

****IMPLICATIONS FOR FUNDRAISING****
There are a number of ways concept organization can affect our fundraising. Here are a few:

• People lower in concept organization (CO) may want to team up with a person higher in CO when planning a solicitation or strategizing a campaign.
• Someone higher in CO that finds themselves bogged down making a decision may want to seek out the help of someone lower in CO to cut through to an answer.
• When you’re with a donor that needs to tediously move through each and every step of a solicitation process, ask yourself, “Is this person simply stalling or are they high in CO?”

****WHAT ABOUT YOU?****
Which do you think you are: high concept organization or low? Remember, there isn’t a good and bad in this range. Isn’t it interesting that executives and managers are better if they’re low in classification and concept organization?

The five driving abilities measured by the Highlands Ability Battery are very powerful. Whether a person tests high or low, these abilities directly impact job performance and satisfaction. If any one of these abilities is high, it requires itself to find an outlet. While there are five Driving Abilities, most jobs only call on one or two so people that test high in many of these abilities need to find outlets for them in other areas of their life.

If you’re currently experiencing stress in your life, it may well be one of the Driving Abilities letting you know it’s not being addressed.

Classification involves non-linear, non-logical problem solving. The Highlands Company defines classification as: “the ability to take many factors onto account simultaneously in coming up with a solution to a presented problem.” People high in classification say the solution to a problem “just comes” to them. They can’t figure out why everyone else doesn’t “get it” too.

As with the other abilities, let’s look at the characteristics and challenges of people that test high and low in Classification.

****HIGH CLASSIFICATION****
CHARACTERISTICS
People that are high in classification love solving problems, love being intellectually challenged, and love learning new things. These people tend to thrive in chaotic work environments that are fast-paced and offer lots of variety. They love flying by the seat of their pants. They have an uncanny ability to pull lots of different points together and see the “big picture.”

CHALLENGES
People high in classification can be come very frustrated when others don’t see the solution too. This can be aggravated because, although people high in classification can see a solution quickly, they aren’t always adept at communicating that solution.

These folks can also tend to get restless if they don’t feel they’re being stimulated enough. They’ll even create problems just to have some to solve. Students that leave their term papers until the night before may well be high in classification.

While good at picking up information quickly, they don’t like taking the time to learn anything fully. They’ll learn enough to get by but they’ll think they’ve learned all there is to learn.

****LOW CLASSIFICATION****
CHARACTERISTICS
People low in classification tend to prefer more stability and seek to create work environments with more structure. They are good listeners and tend to be curious and accepting. They are patient with process and allow people the time it takes for their own personal development. They are also willing to take the time needed to gather all the information and learn subject fully. Given these characteristics, great managers and executives tend to be low in classification.

CHALLENGES
People low in classification can be overwhelmed with new information and change. They tend to be not well suited for chaotic environments and positions that constantly require them to put out fires. Initially the information gathering process can be time consuming which may cause them to look indecisive. Interestingly, once they’ve amassed enough experience, they’re often able to make decisions much more quickly than high classification people—another reason most effective executives tend to be low in classification.

****IMPLICATIONS FOR FUNDRAISING****
Given the tendency of low classification people to be overwhelmed with change, you wouldn’t want to tell a donor low in classification about the organization’s new executive director, introduce him to the goals of the new capital campaign, and tell him of the plans to tear down one of the nonprofit’s buildings. You’d want to determine one thing to share with him at a time.

On the other hand, if you’re sitting across from a donor who seems restless, she may be high in classification. You might want to speed up what you’re saying or tell them about all the new developments with your nonprofit. You might even present them with a problem and ask for their ideas on solutions. (Given the non-linear nature of classification, this might work better if you’re actually at the location of your nonprofit.)

****WHAT ABOUT YOU?****
Which do you think you are: high classification or low? Remember, there isn’t a good and bad in this range. If you think you’re high, how do you keep yourself challenged at work? If you think you’re low, what kind of structure have you implemented to stabilize some of the chaos?

Drop me an email at: marc@fundraisingcoach.com

We’ve finished our overview of the individual components of our “personal style” abilities: Extrovert/Introvert, Generalist/Specialist, and Time Frame Orientation. Before we move on to the “driving abilities” and the “specialized abilities,” let’s take a look at how the introvert/extrovert and generalist/specialist abilities can work together.

****CONGRUENT PROFILES****
Congruent profiles are made up from the pairing of two abilities that are in sync with each other. Both of these abilities work together in the same direction.

PEOPLE INFLUENCER
People that are both generalists and extroverts have the “people influencer” profile. Generalists have the ability to be a part of a team, see the whole picture, and move teams along toward a common goal. When combined with the extroverts’ tendency to get energy from interacting with people and to verbally process, you get a person that is very effective at influencing others.

PROFESSIONAL/RESEARCHER
The other congruent profile type is a combination of specialist and introversion. Specialists like being the experts and adding an individual contribution to the work they do. Introverts get energy from being alone. This “professional/researcher” profile is extremely well suited to devoting long periods of time to becoming an expert in a field or to spending lots of time studying things in a lab.

****PUSH/PULL PROFILES****
Push/Pull profiles are the pairing of two seemingly incongruent abilities. One of the abilities pushes the person in one direction while the other pulls them in a different direction. This isn’t necessarily bad but identifying this type of profile unquestionably helps these people understand themselves.

PERFORMER
The “performer” profile is a pairing of specialist and extrovert. The specialist wants to be an expert and put his unique spin on information. The information gathering often happens in isolation but the extrovert needs to be around other people. As a result, people with the performer profile tend to be terrific teachers. They have the patience to stick with a topic until they are experts. And people genuinely enjoy learning from them both because they get energy from people and because they add their own individual twist to the information being shared.

RENAISSANCE PERSON
The pairing of the generalist and the introvert is called the “renaissance person.” Generalists like to be part of a team and like to know a little about a lot of things. But being with people can be very draining for introverts. While they’ll never ask to be chosen or push their way into leadership, renaissance people are some of the best leaders in your team. When called upon, they are knowledgeable about almost every topic and they can explain how the topic fits with the team’s direction.

****IMPLICATIONS FOR FUNDRAISING****
Remember, while these abilities are your basic hardwiring, they aren’t an indication of what you can and can’t do. You can always learn skills to do things not well suited to your profile, but it will take longer than others better suited and it will be more stressful. Aligning our work and life to our abilities helps us do what we do faster and reduces stress!

Can you see that a person with a professional/researcher profile may be better suited to managing the database than a renaissance person? Or that a performer might be more naturally suited to conducting planned giving seminars than a person with the people influencer profile?

****WHAT ABOUT YOU?****
Take a look at which profiles best describes you and the others on your staff or team. Are you hiring people like yourself or are you developing a team with a mix of abilities? Do the requirements of the various job responsibilities line up with each person’s ability profile? If not, share this series with your team and see if you can shift responsibilities to make for a better fit.

Time Frame Orientation relates to the natural length of time you consider when making plans, setting goals, and thinking about your future. Some people naturally see the impact of present decisions over a long period of time. Others see the more immediate impact of the decision. Some people prefer closure right away; others are willing to wait for years.

The Highlands Ability Battery groups people into three different time frame orientations: short/immediate (6-12 months), mid/intermediate (1-5 years), and long (5-10 years). Knowing about your time frame orientation can affect the way you plan and help make project management much less stressful.

****SHORT RANGE (6-12 months)****
People with a short range time frame can see the impact their decisions will have on the immediate future. This enables them to move easily from project to project and can be very helpful in jobs demanding immediate closure, like sales or accounting. The challenges for these people are learning the self-discipline and skills necessary to set intermediate and long-term goals. Their hunger for immediate results may hinder their ability to achieve over the long term.

One of my clients was incredibly relieved to learn she had a short range orientation. She always wondered why she typically had a vision for her life in 6 month increments. She’d often felt something was wrong with her. Now she saw that she was actually wired to plan that way. She could learn skills to help with the other ranges but she could now proactively choose to be in situations that required more immediate planning.

****MID (1-5 years)****
A mid range time frame is helpful in jobs requiring relationship building. People in this range are able to put off instant gratification to accomplish longer-range goals. These people are fairly flexible and are able to stretch themselves to set short and long range goals.

****LONG (5-10 years)****
People with a long range time frame are natural strategic thinkers. When planning, they naturally look at the impact the decisions will have on the long-term future of the organization. These people can endure work without immediate rewards in order to achieve greater future rewards. The challenge comes when these people fixate on the future when it no longer makes any sense.

People with long range orientation also tend to have a challenge finishing short-term tasks. They know they’ll get to them at some point and they always feel they have plenty of time. They often have very large piles of books-to-be-read. One husband with long term time frame orientation was putting 22% of his income toward his retirement plan while not budgeting for diapers. Diapers are an immediate pressing need! He could see the need but needed a coach to help him plan appropriately.

****REAL LIFE APPLICATION****
Often time frame orientation can be best illustrated in our personal life. An example would be the way a high school student approaches college. A short range person would have the application mailed but wouldn’t have any idea about what major they want to study or what goals they have for their life. A mid range person would have the application mailed too but would also have a very good idea what major they’re interested in and possibly what country they want to go to during their junior year abroad. A person with long range orientation would be able to tell you in detail what they want to be doing after college—what graduate school they’ll go to, what career field they’ll be in, where they’ll be living and how much they’ll be making. If you ask them about their college application or about what major they want, they’ll probably say, “Mom, do we have any college apps?”

****IMPLICATIONS FOR FUNDRAISING****
Can you see the implications for fundraising? People with a short term orientation would be naturals for the annual fund. There are immediate goals that need closure. People with mid range orientation would be well suited for the relationship building of major giving and capital campaigns. They don’t have a natural need to see the gift come through this year, they’re willing to build the relationship and wait. A person with long term orientation will be well suited to thinking about the strategic implications of the fundraising program.

Couldn’t getting a sense of their time frame orientation help you immensely in communicating with donors and volunteers? Some donors get bent out of shape if you don’t reply to them in a day; others don’t even notice. Some donors want you to make the ask on the first appointment. Others would be a bit offended, preferring you to build a relationship first.

****WHAT ABOUT YOU?****
Where do you think you fit on this spectrum? Tell your colleagues about the three orientations and ask them which one you fit in. They’ll probably have a very clear idea! Then have fun and brainstorm about how this understanding can affect your office and fundraising. How is this going to impact your own development effort?

There are two kinds of people in the world: generalists and specialists. Ok so there are many kinds of people but these “two kinds” groupings certainly help bring out very common characteristics. Let’s look at this particular version.

****GENERALISTS****
About 75% of the North American population fits in the generalist category. Therefore, generalists tend to be very good at reading a group and intuitively knowing where the group is at. Generalists tend to be very interested in being part of a team. They tend to think in terms of what the team is accomplishing. If you ask a generalist working in the business office what they do, they’ll say “We help feed starving kids in India.”

Generalists tend to like to know a lot about a lot of things. Their interests are often referred to as a mile wide and a foot deep. They wear jobs lightly and can change jobs like changing a suit of clothes. In fact, they may find themselves jumping from job to job either within a company or between companies.

****SPECIALISTS****
Specialists make up the other 25% of the population. The only commonality these folks have is that they are not like generalists. They tend to be experts in a narrow area and value the individual contribution they make. Their interests are often referred to as a foot wide and a mile deep. Ask a specialist in the same business office what they do, and they’ll answer in terms of their individual contribution. Rather than saying, “We help feed starving kids in India,” specialists will say, “I audit the books and make sure the numbers match.” The generalist and specialist may have the same exact job, but they view their work in radically different ways.

If generalists were food, they might be like a casserole: all the ingredients blend together to make a delicious whole. Specialists on the other hand, would be more like a Waldorf salad: equally delicious as a whole but each ingredient retaining its distinctive individuality.

****REAL LIFE APPLICATION****
Have you ever been in a staff meeting that just doesn’t end? (Does this describe every meeting at your organization?) Next time you’re sitting through one, try to determine if the leader is a specialist. Specialists often don’t “get” whether the group is with them or not. They’re more interested in getting through the tasks on their agenda. If you’re a generalist, perhaps you could diplomatically call their attention to this. Please wait until AFTER the meeting! You may be able to partner together to make meetings less arduous. Email me if you’d like to strategize a situation like this.

****IMPLICATIONS FOR FUNDRAISING****
Have you ever made an ask to a specialist? They want to know all the facts and figures, don’t they? They want to know exactly how this particular project will work or how their endowment gift will be invested. And they probably make suggestions about how it could be done better.

It’s not that way with generalists, is it? Generalists are more likely to want to know how the particular project you’re raising money for fits into the overarching mission of the organization. How is their gift going to impact the world?

Another thought: if your nonprofit raises money through special events, you’ll probably want some generalists on the team. They’ll have a great sense of what most people will respond. Plus, they’ll almost intuitively be able to run the event at the best pace for the majority of the guests.

****WHAT ABOUT YOU?****
Where do you think you fit on this spectrum? Are you a specialist or a generalist? Or are you in between? If you fall in the mid-range on this continuum, it’s best to develop a specialty and then find a way to contribute to the group.