If you are reading this newsletter you are likely to be highly involved and working with others who are equally committed to your unique project.
Fine so far, but it is a fortunate organisation indeed which has built a team with all the diverse skills required in today's fundraising market. An honest analysis of the strengths and weaknesses of your team - trustees, directors and staff - is something which, while normal in most companies, is arguably avoided by some not-for-profit organisations.
An understanding by all parties of the aims of the project and the proposed fundraising process is imperative of course, but what other skills are required in a successful team? All the technical skills such as accounting, contract administration, business planning, etc. need to be covered, but how good are you on change management - an essential part of the process - or on good old-fashioned leadership or management of time?
The difficult process of change management is, in particular, is something that should be well understood by the main 'movers' in your organisation, and, if you feel weak in this or any other field, why not spend some of your hard-earned resources on training?
A fundraising group needs above all to be clear thinking and businesslike. If there are gaps in the skills portfolio of the team they need to be addressed. If recruitment of a suitable individual is not an option then appropriate training should be considered a valid use of resources.
And, having thought about individual skills, how does the team work together? Does your organisation leave room for its members to buy in and feel involved?
So, to summarise:
(September 2004)