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Succession Planning & Knowledge Retention
Good Question Does CASE have any resources to help with succession planning and knowledge retention in the workplace?

Job Descriptions
Sample Collection The Library maintains this collection of job descriptions for a variety of advancement positions.

CASE Seeks Advancement Job Descriptions
Article,  BriefCASE Article CASE is updating its collection of job descriptions for all disciplines—advancement services, alumni relations, communications, fundraising and marketing. Members are encouraged to share their job descriptions by emailing them to

CASE Statements on Compensation for Fundraising Performance
In 1991, CASE's Commission on Educational Fundraising (now the Commission on Philanthropy) released a statement on commission-based compensation for fundraisers. That statement was reaffirmed in 2005. In 2010, the Commission approved an additional statement on supplemental compensation (often described as a bonus). This page presents in one place all of CASE's statements on compensation for fundraising.

The Key to a Positive Work Attitude? Resiliency
Article,  Community College News Article For community college advancement professionals to succeed, they must learn to stay positive and productive in the face of change, challenges and uncertainty, says a communications expert.

New Practitioners Should Make Connections
Article,  Community College News Article Community college advancement practitioners new either to their job or the sector should develop relationships with key influencers on their campus, say two CASE faculty members leading a newcomers workshop.

Intolerant Work Environment Stalls Careers of LGBTs
Advancement Weekly Article A new study by the Center for Work-Life Policy finds that employers who don’t create an environment in which lesbian, gay, bisexual and transgender employees can express their sexual orientation hinder these individuals’ “career progression” and undermine their organization’s “bottom line success.”

The Case against Job Descriptions
Advancement Weekly Article Organizations have grown too used to focusing on job candidates' skills and overlooking context, writes a Harvard University scientist.

Don’t Waste Time at Meetings
Advancement Weekly Article,  Article Leaders can turn long meetings into short, productive gatherings by putting action items on the agenda—not discussion points, writes a time management expert.

Advice to Make Most of Gaps Between Meetings
Advancement Weekly Article,  Article Busy managers and workers shouldn’t waste 30-minute gaps between meetings, writes an authority on workplace productivity.

Workplace Productivity Tricks to Tackle Email, Meetings
Advancement Weekly Article Two of the biggest office time killers are email and meetings. Combat them with these two tactics from a productivity expert.

3 Words to Guarantee Feedback in Meetings
Advancement Weekly Article Many leaders assume that if they ask for feedback, their team will offer it. But that’s often not the case, write two strategists. The key is to set the right expectation up front.

Eliminate Your Meeting Distractions
Advancement Weekly Article Meetings: you can’t avoid them, but how can you make them more worthwhile? Try eliminating distractions during the gathering, writes one workplace expert.

How to Make Impactful and Memorable Presentations
Advancement Weekly Article Can you remember the details of the last presentation you attended? If not, there's a chance that it lacked a strong and memorable message, writes one content strategist.

Small Wins at Office Make Big Difference
Advancement Weekly Article,  Article Seemingly mundane workday events can make or break employees’ “inner work lives,” according to the authors of a new management book.

Ways to Reward Your Employees Without Money
Advancement Weekly Article If you’re pinching pennies around the office to meet your budget, then you may not be able to afford to reward your employees financially. Still, that doesn’t mean that you can’t find other creative ways to recognize them for their hard work.

Use a Sticky Note to Improve Persuasion
Advancement Weekly Article,  Article Research finds that one of the best ways to get someone to follow through on a work task is to attach a sticky note with a handwritten message to the request.

Know Purpose of Work to Improve Job Motivation
Advancement Weekly Article,  Article Managers and employees can become demotivated if they lack clearly defined personal and professional goals, writes a leadership training specialist.

Employee Engagement: More than Just Checking a Box
Advancement Weekly Article According to Gallup, only 13 percent of employees worldwide are enthusiastic about and committed to their workplaces.

Make Every Team Member an Architect
Advancement Weekly Article Redesigning your office space in 2016? Collaborating with your entire team can make the process smoother, suggests an entrepreneur.

Employee Motivation: What Really Works
Advancement Weekly Article The carrot-and-stick method for motivating employees doesn’t work. What does work is empowering your team to unravel problems, writes a leadership coach.

3 Tips to Master Mindfulness at Work
Advancement Weekly Article Feeling bogged down with bottomless inboxes and overwhelming to-do lists? According to a meditation and leadership scholar, mindfulness can combat stress and dissatisfaction at work. Plus, it can boost decision-making and creativity.

Prevent Burnout with These Steps
Advancement Weekly Article Every manager deals with unmotivated employees but avoiding the issue could result in burnout and ultimately staff turnover. One management expert has advice on how to avoid burnout in the workplace.

What Truly Motivates Employees to Work Hard
Advancement Weekly Article Many managers believe money is the key to motivating workers, but one behavior expert suggests the biggest motivator is actually happiness.

Turn Your Downtime into Motivation
Advancement Weekly Article In addition to spending time with family and friends, the holidays can provide you an opportunity to tap into your inner enthusiasm, writes one motivation expert.

The Power of Being a Vulnerable Leader
Advancement Weekly Article Vulnerability is an effective though often overlooked tool that leaders can use to make connections with and motivate employees, according to one leadership expert.

Phrases that Pump Up Your Team
Advancement Weekly Article There are six easy phrases that leaders can use to improve their employees’ performance, writes one leadership expert.

Think Happy Thoughts
Advancement Weekly Article Feeling stressed at work? New research suggests that just thinking positive thoughts can help improve your mood after stressful situations.

Study: Teleworking Less Popular, but No Less Effective
Advancement Weekly Article A new survey reports that the number of teleworkers in the United States decreased last year for the first time since 2003. Researchers say that heightened employee anxiety over job security has many afraid to work from home. Still, some leadership experts say that more face time doesn’t promote greater job security and that employers should continue to promote teleworking.

Top Advice on Managing Difficult Conversations
Advancement Weekly Article Being a manager means having difficult conversations. An expert speaking at last week’s CASE Summit for Advancement Leaders offered some simple suggestions to help you successfully handle the next difficult conversation that comes your way, whether it involves conducting a negative performance review or addressing a conflict among employees.

Coach Underperforming Employees
Advancement Weekly Article,  Article Managers can help underachieving team members boost their performance by clearly articulating how they should change their work habits, says a leadership consultant.

Respond Compassionately When a Staffer Missteps
Advancement Weekly Article,  Article Managers should respond with compassion—not anger—when an employee makes a serious mistake, says a research psychologist.

5 Tried-and-True Employee Feedback Tips
Advancement Weekly Article Not all managers are comfortable giving their employees feedback—in fact, a stunning majority of them aren't, writes one business leader and author.

Is It Time to Stop Performance Reviews?
Advancement Weekly Article Eliminating performance reviews in favor of another type of evaluation may actually help employees grow and develop, writes one leadership expert.

Are You Falling for the Generational Trap?
Advancement Weekly Article Leaders who use generational stereotypes to characterize employees can actually do more harm than good in the workplace, according to one talent strategist.

Entice Former Employees to Return
Advancement Weekly Article,  Article “Boomerang employees” can be a valuable source of proven talent for organizations, writes a talent management expert.

The Case for Hiring an Overqualified Candidate
Advancement Weekly Article Contrary to popular belief, overqualified employees can be highly valuable to their teams, according to recent research.

How to Build an Amazing Marketing Team
Advancement Weekly Article When expanding a small marketing team, making a smart hire can be a game-changing decision for managers, according to one marketing expert.

Are You a Job Candidate's Nightmare?
Advancement Weekly Article Does your organization offer a first-class hiring experience? Or are you treating your best candidates like a stack of resumes?

Recover From that Failed Email
Advancement Weekly Article Learn how to bounce back after sending an embarrassing email with advice from several communicators.

How to Handle a Sudden Resignation
Advancement Weekly Article,  Article When an employee quits unexpectedly, managers should assure their team that they are working hard to find a suitable replacement, says a management consultant.

Grooming the Managers of Tomorrow
Advancement Weekly Article New research finds that as baby boomers retire from the workplace, there will be a need for millennials to take over leadership positions more quickly than in generations past. So what can managers do to attract, retain and grow this important, young workforce?

Detecting and Treating Employee Boredom
Advancement Weekly Article Every now and then, one of your employees may come down with a condition common to workaday life: boredom. Though it may sound harmless enough, boredom often translates into poor productivity. And what’s more, as one manager cautions, “bored people quit.”

Manage as a Consultant and a Therapist
Advancement Weekly Article Organizations sometimes bring in leadership “coaches,” a combination of a professional consultant and personal therapist, to mentor managers. One leadership expert says that managers should mimic these mentors and adopt a more nuanced “coaching” perspective when dealing with employees.

How to Encourage Employees to Think for Themselves
Advancement Weekly Article,  Article Leaders should advise employees on how to resolve workplace issues, writes a management expert.

Improve Employee Development Programming
Advancement Weekly Article Organizations that invest in employee development programs are more efficient and have more satisfied workers, writes a talent management expert.

What to Do When a Team Grows Too Big
Advancement Weekly Article,  Article Most work teams become unmanageable after they grow to 10 or 12 direct reports, writes a management researcher.

Don’t Accidentally Hamper Employee Creativity
Advancement Weekly Article,  Article Leaders can sometimes inadvertently undermine their team's creativity when problem solving or generating new ideas, writes a management professor.

Lead a Virtual Team
Advancement Weekly Article Leaders of teams with remote workers should anticipate complications such as time-zone differences and unclear chains of command, writes a management consultant.

Three Habits of Highly Creative Teams
Advancement Weekly Article What makes someone an innovation leader? Innovation leadership, says Linda Hill, involves different traits than the ones we typically ascribe to great leaders.

Leading Purpose-Driven Team Members
Advancement Weekly Article The 2015 Workplace Purpose Index reveals that 28 percent of individuals are purpose-oriented rather than income-oriented. Here's how to incorporate purpose into your leadership.

The Ingredients for an Innovative Idea
Advancement Weekly Article The most promising ideas start from unusual places, writes a psychology professor. A lesson from filmmaking can make those concepts easier to pitch.

The 1 Habit of Successful Teams
Advancement Weekly Article A few years ago, researchers at Google were presented with a challenge: trying to determine what makes great teams work.

7 Lessons Leaders Can Learn from Basketball
Advancement Weekly Article Teamwork is essential to the success of most organizations. According to one marketing specialist, the knowledge you need strengthen your team can come from an unlikely place.

Shared Experiences are Important for the Workplace
Advancement Weekly Article Never underestimate the value of your company picnic. One business consultant writes that shared experiences can be a powerful tool for building strong and effective teams.

Here’s Why Your Team is Dysfunctional
Advancement Weekly Article When in meetings, do you look for ways to say no or do you open yourself up to an institutional yes?

You Don’t Need Talent to be Successful
Advancement Weekly Article You can accomplish a lot through hard work, writes one business consultant.

Ask How to Retain Top Performers
Advancement Weekly Article,  Article Managers should regularly conduct “stay interviews” with current employees, writes a talent management specialist.

How to Retain High-Performing Employees
Advancement Weekly Article A high-performing employee, writes a workplace strategist, can deliver 400 percent more productivity than an average performer. But one in five is likely to leave his or her job in the next six months. Here's how to keep high performers on board.

Repeat to Succeed: Effective Managers Who Ask Twice Boost Staff Performance
Advancement Weekly Article If you want something done right, you don’t always have to do it yourself. You may just need to ask­—twice.

Email Etiquette and the Appropriateness of 'Reply All'
Advancement Weekly Article Whether they have a staff of two or 20, managers often have to communicate with everyone on their team at once. Email is often the obvious medium to convey messages to multiple staff members. Still, one management expert writes that group emails can be perilous for leaders who don’t realize the mini social networks they create.

Give 'Em a Break: Helping Employees Maximize Vacation
Advancement Weekly Article If your employees can’t recharge on vacation, then you’ve failed as a manager. Or so argues one leadership expert from the United Kingdom.

Don’t Contribute to Employee Inbox Overload
Advancement Weekly Article,  Article Managers should limit the number of emails they send to staff, says an office communication specialist.

Facilitate Constructive Dialogue among Employees
Advancement Weekly Article,  Article Managers should encourage healthy debate among their team members to discover better solutions to work problems, writes a team of management consultants.

Know What to Ask to Get Better Feedback
Advancement Weekly Article,  Article To get useful employee feedback, supervisors need to ask the right questions, say leadership experts.

Sound Professional on Conference Calls
Advancement Weekly Article,  Article To make a good impression on conference calls, leaders should provide a brief introduction when arriving and make liberal use of the mute button to minimize background noise, writes a leadership specialist.

Reclaim Lost Time from Email
Advancement Weekly Article,  Article Leaders can begin to tame email overload in their office by following a few simple steps, write communications experts.

New Managers Should Avoid These Tired Lines
Advancement Weekly Article,  Article New leaders shouldn’t spout clichéd words and phrases to their team members, writes an expert on workplace communication.

Learn How to Communicate Organizational Change
Advancement Weekly Article,  Article Leaders should clearly communicate to staff when their organization is going through a major change—such as a reorganization or layoffs—writes a management expert.

Look Beyond Email to Boost Teamwork
Advancement Weekly Article,  Article To improve communication and collaboration, senior leaders should encourage work colleagues to interact more freely with one another using tools other than email, writes a management expert.

Managing Emotional Outbursts from Employees
Advancement Weekly Article Managers should anticipate crying or screaming from emotional employees to prevent these outbursts from stalling their team’s productivity, writes a leadership expert.

Convincing Coworkers to Embrace a New Idea
Advancement Weekly Article When presenting new ideas to colleagues, workers should stay positive and not confuse disagreement from others with personal rejection, writes a training consultant.

Craft a Perfect Out-of-Office Auto-Reply
Advancement Weekly Article An effective out-of-office email message only includes relevant information, says a communications specialist.

The 5 Communication Mistakes Leaders Make
Advancement Weekly Article As you move up the management ladder, your communication role changes. If you’re a new leader of an organization and you’re still communicating like you would as a manager, you might not be communicating effectively, writes one communication expert.

Humor at Work: Harmless or Hazardous?
Advancement Weekly Article Should you tell jokes at the office? Maybe. New research indicates that humor, when used successfully, can indicate confidence. If used inappropriately, though, humor can backfire.

4 Ways to Handle a Condescending Coworker
Advancement Weekly Article Employees must learn to deal with colleagues who are condescending without stooping to their level. Not addressing this behavior can take an emotional toll on your work and confidence, writes one workplace expert.

4 Issues Caused by Poor Communication
Advancement Weekly Article Providing clear and relevant communications to staff can lead to less stress and fewer issues in the workplace, according to one communications expert.

Are You Unapproachable at Work?
Advancement Weekly Article Skipping that happy hour after work? You may be passing up an opportunity to forge positive bonds with your coworkers, writes one workplace expert.

Use Your Leadership Megaphone Wisely
Advancement Weekly Article When a leader speaks, employees listen. That’s why it’s important for those in leadership positions to clearly communicate their objectives to avoid misunderstandings, writes one leadership coach.

The Difference Between Venting and Gossip
Advancement Weekly Article Gossip in the workplace can drive a wedge between employees, but tattling to your manager can create more issues, writes one leadership expert.

3 Signs You Can’t Communicate
Advancement Weekly Article If you aren’t actively working on improving your communication skills, you are preventing yourself from being a better coworker and employee, according to one communications expert.

Why Disagreements Can Be Productive
Advancement Weekly Article Office conflicts can be a powerful problem-solving tool, according to one workplace expert.

Tips on Handling Political Conversations in the Workplace
Advancement Weekly Article Is there any safe way to talk about politics in the workplace these days? And if there is no safe ground, how do you graciously extricate yourself from a political conversation?

Deflate Your Leadership Ego
Advancement Weekly Article It might be time to let a little air out of your ego, writes one leadership expert.

Are You Asking the Right Questions?
Advancement Weekly Article Do you examine your intentions when you ask questions of your employees? Are you being nosy? Or are you genuinely trying to learn a thing or two?

Um, Like, Watch Your Verbal Fillers
Advancement Weekly Article If you use verbal fillers such as “like” and “um,” you may be sending a signal that you are nervous or unsure in your conversation.

Are You Really Showing Appreciation?
Advancement Weekly Article Sometimes, saying “thank you” just isn’t enough, writes one workplace expert.

How to Disagree with Someone More Powerful than You
Advancement Weekly Article It can be a risky endeavor to argue with a senior colleague or disagree with a boss.

Late Emails are OK – Trust Us
Advancement Weekly Article Studies show that most emails don’t require an instant response―so we don’t need to apologize for every late reply.

Stop Complaining at Work
Advancement Weekly Article A recent study suggests complaining to your colleagues can do more harm than good.

Are You Prepared for Corporate Disasters?
Advancement Weekly Article A corporate crisis can happen suddenly and without warning. How you manage and work your way through the crisis can make or break your organization, according to two crisis management experts.

Eight Tips to Handle Difficult Conversations
Advancement Weekly Article Good communication strategies can help you steer a difficult conversation back on track, according to one life coach.

Bosses, Workers Perceive Time Differently
Advancement Weekly Article,  Article Managers are less conscious of time constraints on work projects than their staff members, according to new research.

Don’t Worry About Likeability in the Workplace
Advancement Weekly Article,  Article The desire to be liked can get in the way of a leader’s career development, writes a management expert.

Boring Isn’t a Bad Personality Trait at Work
Advancement Weekly Article,  Article People whose personalities might be described as “boring” tend to be reliable, emotionally stable and above-average managers, writes an authority in psychological profiling.

Four Tactics to Boost Workplace Culture
Advancement Weekly Article There's a strong business case for improving workplace culture, writes a business expert.

5 Steps to Boost Creativity
Advancement Weekly Article Struggling to find workplace inspiration? Chief Strategy Officer Darren Guarnaccia says his best ideas pop into his mind while he's running—but that doesn't mean everyone should start training for a marathon. The key to creativity is finding a unique inspiration-generating strategy.

Learn the Habits of Good Employees
Advancement Weekly Article Wondering how well you are performing at work? According to one management author, there are a few telltale signs that show you are an indispensable employee.

Different Office Personalities Bring Balance
Advancement Weekly Article A workplace with individuals who have diverse personalities and backgrounds is necessary for the equilibrium of your company, writes one business author.

How to Convince Your Co-workers to Like You Better
Advancement Weekly Article No one expects to be universally loved at work. But what do you do when you find yourself at odds with the company culture, given the cold shoulder by colleagues or caught in frequent conflicts?

The Caring Leader
Advancement Weekly Article Are you known as a tough-as-nails leader? It might be time to introduce a more caring attitude into your repertoire.

Just Say Yes to Innovation
Advancement Weekly Article When in meetings, do you look for ways to say no or do you open yourself up to an institutional yes?

Timeless Management Lessons from an Old Source
Advancement Weekly Article Dale Carnegie's book "How to Win Friends and Influence People" turns 75 this year. To honor the occasion, the company he founded plans to publish an updated version entitled How to Win Friends and Influence People in the Digital Age. But regardless of the impact of social media on how we communicate, one critic argues that there are still plenty of relevant and timeless management lessons to be learned from the 1936 original.

AdvanceWork: If Silicon Valley employees can get stock options, why can't Silicon Valley teachers?
CURRENTS Article To help recruit and retain teachers, the Menlo School Educators Fund provides an incentive. Donors give to the fund; the fund is invested in venture-capital projects; the returns are split, with half going to the school’s endowment and the other half divided among faculty and staff participants in the plan. After the school recovers its original investment, all further proceeds go to the faculty and staff participants. This Advancework item is of interest to development managers and major gift officers.




Motivation & Morale
Motivation & Morale


Workplace Communication
Workplace Communication

Workplace Culture
Workplace Culture

Job Descriptions
Job Descriptions

Performance Management & Evaluation
Performance Management & Evaluation

Recruitment & Hiring
Recruitment & Hiring

CASE Advancement Investment Measurement Study (AIMs) and Benchmarking Tool
CURRENTS Article CASE is undertaking a study of investments in advancement using the CASE Benchmarking Toolkit. The toolkit will help member institutions participating in the study assess the effectiveness of their fundraising operations and demonstrate the value of investing in advancement.

Staff Development & Training
Staff Development & Training


Resolve to Show Your Boss More Appreciation
Advancement Weekly Article Everyone likes to be recognized for a job well done—even your boss.

Conference APAC is the annual signature event in Asia-Pacific for advancement professionals from educational institutions working in alumni relations, fundraising, marketing and communications.

Preconference Workshop: Engaging and Fundraising from Diverse Constituents
Conference This program will help hiring managers understand the current challenges in recruiting and retaining diverse candidates from an advancement perspective.

Increasing Diversity in University Advancement: Lessons from Leading Development Programs
White Paper This white paper examines the current state of diversity among development staff at colleges and universities. In 2015, CASE surveyed chief advancement officers of 35 of the largest development programs in the U.S. about efforts to achieve greater diversity among their staffs. In 2016, CASE conducted follow-up interviews with 35 staff leaders of eight institutions identified in the survey as having valuable perspectives on increasing staff diversity. Interviewees included senior leaders, staff with tactical responsibility in hiring and retention, and staff from diverse backgrounds within the fundraising divisions at these eight universities.

Succession Planning Guides
Sample Collection Does CASE have samples of succession planning guides from educational institutions?

Sexual Harassment Policies
Sample Collection Does CASE have sample policies about sexual harassment on campus?

Sexual Harassment
Good Question Do you have resources on sexual harassment in the education or nonprofit sector?

Conference APAC is the annual signature event in Asia-Pacific for advancement professionals from educational institutions working in alumni relations, fundraising, marketing and communications.

Multicultural Advancement Professionals
The Multicultural Advancement Professionals (MAP) network was founded by four members of the 2014 CASE Minority Advancement Institute.

Conference on Diverse Philanthropy and Leadership
Conference This conference will review the emerging philanthropic markets (ethnicity, GLBT, young alumni, etc.) in advancement while exploring minority buying power, giving behaviors and donor expectations. In addition the program will focus on management leadership and mentoring of advancement professionals of diverse backgrounds.

The Art of Working Strategically
CURRENTS Article From 2012 to 2016, Reggie Bustinza and Joe Volin were tasked with tracking engagement for the nearly 37,000 alumni at Lewis University in Illinois. They got big results, and their system continues to live on after their time at the institution. Here they share their secrets for taking alumni metrics to the next level.

Are You Managing?
CURRENTS Article Promoting superstar talent to management positions sounds logical. Yet a master fundraiser, visionary communicator, or alumni relations genius won’t necessarily possess the skills to lead and inspire a team. A bad manager can fuel turnover, cause low staff morale, decreased engagement—and prevent qualified people from joining your organization. If you’ve ever seen the movie The Devil Wears Prada and thought, “Nah, the devil wears pride gear,” you’ll want to learn how managers—and the people who hire them—can improve.

Talking Shop: The Upside of Chaos
CURRENTS Article Joan Garry, principal of Joan Garry Consulting, believes the best nonprofits are like twin-engine jets. In advancement, the board chair and institution president are co-pilots. The staff and lead volunteer engines need to be strong, effective, and efficient. But, of course, there will always be turbulence. "If you haven't had a crisis at an institution, it's not because you're good—it's because you're lucky," she warns. The author of Joan Garry's Guide to Nonprofit Leadership, Garry shares advice on dealing with disorder.

CURRENTS Article Advice on removing a donor name from a building; and why a deck of cards helps one development pro stay focused on making the impossible possible.

Outlook: Observations from the Other Side
CURRENTS Article The job market is tough, but not for the reasons you may think. For several months in 2016, I looked for a senior-level job in development. During my 20-plus years working in nonprofit and higher education fundraising, I've developed several skills, including the ability to scout and hire great talent. Being on the other side of the table was an eye-opener. After perusing hundreds of openings, I thoughtfully submitted more than 30 job applications to Ivy League schools, huge state university foundations, and everything in between. Throughout the process of working with recruiters and HR personnel, I found variable levels of professionalism, including wince-worthy displays of incompetence in how nonprofits (especially ones in higher ed) hire. Here are some highlights and recommendations for improving your own process.

CURRENTS Article Advice on handling an advancement colleague's inappropriate relationship with a donor; Colorado State's lessons on making a recipe video; and how to avoid errors in your database's list of deceased alumni.

Outlook: Don't Discount Diverse Donors
CURRENTS Article If you assess the philanthropic landscape today, you'd be challenged to find Latinos in major staff roles, on nonprofit boards, or as major donors. As a Latino and development officer for 32 years, I've observed a range of reasons nonprofits overlook Latino communities. The main one: Because our communities have struggled with poverty and have indeed been recipients of charity, the assumption that we cannot give prevails. This is simply not true, and most people outside of Latino communities don't realize our propensity and capacity to give.

CURRENTS Article Advice on how to respond to inappropriate comments from donors; and tricks to digitally unplug.

Family Matters
CURRENTS Article For busy advancement officers, the line between their professional and personal lives blurs easily and often. Alumni relations staff frequently work evenings and weekends; development officers can travel several times a month to visit donors; social media directors monitor, respond, and post content 24/7. In a recent work-life balance survey, 68 percent of advancement professionals reported working 45 hours or more per week, and 30 percent said that work often interferes with their personal lives. These unpredictable schedules can take a toll on families. So how can you align your personal and professional relationships in a healthy way? Here's how to stay married to your partner and not wedded to your job.

Listen Up
CURRENTS Article CFO means business with New Year’s resolution to consume audio books

Talking Shop: We’re All Ducks
CURRENTS Article Vu Le is the brains and comedic voice behind the Nonprofit with Balls blog. As an executive director of a nonprofit, Le often writes from the perspective of a grantee, producing no-nonsense articles such as “9 annoying nonprofit trends that need to die.” His Seattle-based organization, Rainier Valley Corps, trains people of color for nonprofit leadership positions, so he has lots to say about improving diversity.

Relationship Status
CURRENTS Article Turnover can be costly. When a donor’s key contact leaves—whether it’s the president or development officer—the donor’s relationship with the institution is disrupted. The result? Delayed or decreased giving. So how can you reduce the negative impact of presidential and gift officer turnover? By expanding the number of indi-viduals involved in donor-institution relationships and including people with greater tenure in those relationships.

CURRENTS Article Persuading faculty to work with media and coaching them on it; and what the stuff in your workspace says about you.

Outlook: Build a Better Bonus System
CURRENTS Article Whether at a CASE conference or other gathering of senior advancement executives, the topic of turnover always arises: How do we attract and keep talented staff? Could offering bonus pay help? Incentive compensation is not prevalent in advancement; some liken it to paying gift officers a commission. Another complaint: Such programs often only apply to fundraisers, excluding other staff who are pivotal to advancement. No part of a donor's gift should be paid to a fundraiser as commission. But a well-crafted incentive compensation program that includes all staff members can boost performance and lead to longer tenures—and stronger relationships with donors.

Copy and Share Everything
CURRENTS Article Get inspired with these Circle of Excellence winners: Red River College finds success with its "Our Grads Get Hired" advertising campaign; University College London's Develpment and Alumni Relations Office initiates a unique and effective onboarding program; and Colgate University's video The Journey Begins helps garner alumni gifts.

CURRENTS Article Advice for when a colleague acts too casual and friendly with donors; how to be preapred for last-minute end-of-the-year gifts; and thougths on preparing Native American high school students for college.

CASE Diversity Efforts Continue in 2017
Article,  BriefCASE Article As our world rapidly becomes more diverse, advancement professionals must work to embolden and support diverse employment, alumni and donor bases, says Anita Walton, CASE's newly appointed director of diversity and talent management.

White Paper Examines Institutionally Related Foundations Performance
Article,  BriefCASE Article Institutionally related foundations have evolved significantly during the past five years and are well-positioned to provide “crucial support to their institutions in the years to come,” reports a recently released CASE white paper.

Communications and Marketing Significant for Institutions
Article,  BriefCASE Article Institutional leaders have "fully realized the significance" of the communications and marketing function and the "hurdle of justification" has been cleared for most practitioners. These are among the findings of a recently published CASE white paper.

Why Are Chinese Universities Falling Behind in Race for Giving?
Article,  BriefCASE Article Recent donations made by Chinese billionaires to Western universities have sparked controversy, after critics say donor support of China’s education sector is lacking, according to the South China Morning Post.

5 Ways to Nurture New Talent
CURRENTS Article Despite a growing need for fundraisers, recruiters are struggling to find talent. Degree programs in advancement remain rare (although notable ones include the U.K.'s University of Chichester's charity development degree and the Lilly Family School of Philanthropy at Indiana University), and the field is frequently misunderstood. "Advancement, especially development, is often viewed as a sales profession," says Zachary Smith, a senior partner and deputy managing director at the recruiting firm Witt/Kieffer. "Most people only see advancement professionals schmoozing donors at coffees, lunches, dinners, and events. They don't see the work that takes place in between." So how can institutions attract talented graduates to the field—and how can they keep them there? Read on for ways to grow and retain your team's newest advancement professionals.

Why Satisfaction Doesn't Mean Engagement
Advancement Weekly Article Leaders may think that increasing perks in the workplace will lead to greater motivation and engagement among employees. But satisfaction at work doesn't necessarily come from perks, and it won't necessarily improve performance, writes one workplace expert.

CURRENTS Article Advice on editorial policies for sources reviewing stories; a website that generates inflated university titles; and acknowledgement of the struggles many students face in juggling studies and outside responsibilities.

Talking Shop: Raising Gifts, Sharing GIFs
CURRENTS Article Rory Green is a second-generation development officer—both of her parents were fundraisers—and the founder of Fundraiser Grrl, a cheeky crowdsourced blog about the rewarding, frustrating, and downright outlandish things fundraisers experience. Through the GIF-driven posts, fundraisers both celebrate and gripe about their professional lives. Face palms, snark, and funny tales abound.

Pin of Pride
CURRENTS Article How can you tell if a major gift officer secured a gift for an endowed professorship or chair? At the University of Florida, you just check his or her lapel. At special ceremonies near the end of the last campaign, the development chief and deans gave unique Gator pins to those who closed such gifts. The incentive program ran during the last two years of Florida's recent $1.5 billion campaign to help focus gift officers on securing endowed professorships and chairs.

Is It OK for Your Employees to Speak Up?
Advancement Weekly Article Employees are often reluctant to speak up about issues or conflicts at work because they fear possible repercussions. But this hesitancy to speak up can negatively impact a team's productivity and a company's overall success, according to one leadership expert.

Define Your Meeting for Productivity
Advancement Weekly Article Meetings, whether routinely scheduled or unique, can benefit from being defined to attendees, writes one management expert. The added benefit of informing your meeting attendees of the meeting type and goals is that it helps everyone stay focused and minimize wasted time.

Don't Aim for Motivation
Advancement Weekly Article It's not enough to just stay motivated, especially if you want to succeed. Great leaders and teams are committed, writes one management expert.

4 Ways to Handle Your Critics
Advancement Weekly Article Chances are you will say or do something at work that your colleagues or boss will frown upon. While it can be unsettling, there are ways to handle it so you come away maintaining your integrity, according to one management expert.

Concise Communication is an Art
Advancement Weekly Article As a leader, you want to make sure your message is communicated clearly and fully to your team. But over communicating, or explaining too much, can confuse your listener, warns one leadership expert.

Pay Check: Results of the 2016 CASE Compensation Survey
Report This presentation summarizes the results of CASE's most recent compensation survey. The 2016 results provide a comprehensive view of compensation practices to help identify patterns across the profession. Salary data is broken down by criteria such as discipline/primary function, institution type, enrollment size, geographic area, supervisory level and tenure.

Salvage Your Reputation When You’re Caught in a Lie
Advancement Weekly Article If you’ve lied about something at work, you’re likely to get caught, which means your reputation is at stake with your boss and colleagues. Do damage control with these five steps, writes a leadership expert.

Retire These Workplace Clichés
Advancement Weekly Article Not using business jargon will make you seem more professional and effective—and your team might even thank you. Here's how to avoid ineffective workplace clichés.

Don't Waste Time in Meetings
Advancement Weekly Article Meetings can shift from being motivating and fruitful to ill-received and counterproductive. But there is a way to ensure the hidden value in meetings, writes a workplace expert.

Why Complaining Might Make Your Life Better
Advancement Weekly Article If you complain a lot to peers, you may be causing yourself more harm than good. However, according to one management expert, there is a right way to complain.

Making a Modern Office Human
Advancement Weekly Article The fancy new piece of technology that you introduced to your office might be nice for productivity, but it could be impacting employee morale more than you think, writes one leadership expert.

Ignoring Employees Makes Everyone Suffer
Advancement Weekly Article Employees who work remotely or aren't very outgoing at work can be sometimes left out of important conversations, events and meetings. They are also more likely to be disengaged at work. When that happens, the workplace suffers, writes one management expert.

The Right Way to Stress Out
Advancement Weekly Article Many managers may believe that a “stressed office” is bad for business OR is an unproductive office... but effective managers know that in times of transition, a little stress or pressure will encourage productivity and motivate employees, writes one leadership expert.

Before You Disagree, Ask These Questions
Advancement Weekly Article Speaking up at work is important—whether you disagree with a policy or believe an idea suggested by a colleague—won't work. But it's not always prudent to share every concern, writes one management expert.

Ground Rules for Effective Meetings
Advancement Weekly Article Meetings are a fact of life. For meetings to be effective for all team members, leaders should set ground rules that are consistently enforced, one management expert writes.

Are You Driving Away Your Best Employees?
Advancement Weekly Article It's important for organizations to retain good employees, but this can be a challenge, according to one hiring expert who writes about eight common mistakes that can drive employees away.

Important Questions for New Board Hires
Advancement Weekly Article When new board members join a nonprofit, it is paramount that both parties get off on the right foot. This can be achieved by setting up a meeting with new board members and establishing responsibilities, says one nonprofit communications expert.

Avoiding the Hazards of Online Meetings
Advancement Weekly Article Today's technology makes it easy to hold meetings with remote staff but it takes "forethought, practice and patience" to lead a successful virtual meeting. That's according to one expert on leadership issues.

When an Open Door Policy is Not the Best Policy
Advancement Weekly Article Managers love to say that their office door is always open, meaning that at any time, employees are encouraged to stop in to share concerns or ask questions. But this practice can lead to inefficiencies and ineffectiveness in the workplace, writes one professional coach.

Give Effective Feedback, Even When It's Critical
Advancement Weekly Article Providing constructive criticism is a challenging, but essential task for managers to master to avoid miscommunications and defensive employees.

Happiness at Work: How vs. What
Advancement Weekly Article People are happier at work because of "how" they work, not necessarily because of "what" they are doing, says one strategic planning expert.

U.S. Education Report Finds Diversity Gap, Holes in Teacher Pipeline
Article,  BriefCASE Article A recently released report by the U.S. Department of Education reveals a severe lack of racial diversity among teachers and professors in the United States as well as an ineffective pipeline to prepare and support teachers from diverse backgrounds to enter the education field.

Long, Aimless Meetings? Sabotage!
CURRENTS Article Too many committees? Wishy-washy decision-makers? Those little frustrations in your day-to-day office life aren't just annoyances—they could be sabotaging the work you do, according to the book Simple Sabotage: A Modern Field Manual for Detecting and Rooting Out Everyday Behaviors that Undermine Your Workplace.

Does Your Institution Have a Social Media Transition Plan?
CURRENTS Article An institution's communications strategy should include social media management, but too often the protocols, processes, and permissions essential for overseeing social channels aren't well documented or communicated, particularly in smaller shops. During a staff turnover, such a lack of forethought can harm an institution's brand and reputation, compromise data security, and, in extreme cases, attract unwanted attention and headlines. With proper planning and governance, you can provide a smooth changing of the social guard, whether during planned departures, re-assignments, extended leaves, or, yes, even dismissals.

Office Space: Grow Your Own Communications Talent
CURRENTS Article Duke ProComm, a professional development program for communicators at Duke University in North Carolina, trains communicators with varying levels of expertise and at different stages of their career. Many entry-level communicators arrive with a specific skill set, but in today's environment you need to know how to tell a story using text, images, audio, and video, and you must promote your work on a variety of platforms and channels. The ProComm program helps communicators enhance their skills, find mentors, and prepare for future communication opportunities.

Talent Management
Good Question Do you have resources on talent management in advancement?

3 Reasons Your Colleagues Hate Strategy Sessions
Advancement Weekly Article At their best, strategy meetings can clarify priorities and breathe life into a team's projects—but at worst, these meetings can seem frustrating and futile.

4 Lessons from Improv
Advancement Weekly Article The same tools that improv actors use to delight audiences can also assist staff at social organizations that are adapting to the changing needs of their missions, writes one expert in adaptive leadership and improv studies.

Don't Pay the Price of Bad Listening
Advancement Weekly Article Poor listening can lead to misunderstandings, errors or ineffective decisions. Be a better active listener by following these two steps and encouraging your team members to do the same.

Outlook: Producing High Performers
CURRENTS Article Using donors to train gift officers is just one way development shops should be rethinking talent management, including recruitment. Too often vice presidents are attracted to fundraisers who have secured a mega-gift, even if the gift was years in the making and cultivated by predecessors. VPs think top performers are a canned product that can be easily found and recruited at high salaries.They'd be better off building their own superstars by hiring passionate, driven fundraisers who understand the process and pace of fundraising.

Conference APAC is the annual signature event in Asia-Pacific for advancement professionals from educational institutions working in alumni relations, fundraising, marketing and communications.

The Apprentices
CURRENTS Article With the Student Philanthropy Officer pilot program in York University's annual giving office, students can graduate from phonathon calls to face-to-face asks of alumni.

Office Space: Keep on Keepin’ Up
CURRENTS Article Advancement veterans share their tips for remaining professionally agile.

Office Space: Employee Retention Starts on Day One
CURRENTS Article Keeping high-performing staff members is vital to an institution's success. A positive onboarding experience is a fundamental step toward reducing turnover, increasing employee engagement, and raising productivity.

Breathe New Life into Performance Reviews
Advancement Weekly Article By making a few changes to mid- and full-year performance reviews, managers can make the process more meaningful to their employees’ professional development, writes a talent management expert.

Helping Women in Advancement Break the ‘Cash Ceiling’
Article,  BriefCASE Article Women in the advancement profession need to do their homework when job searching to ensure they receive fair and equitable compensation, says an executive search consultant.

A Guide to Getting to Know a New Campus
Article,  BriefCASE Article Stefanie Howlett knew she was truly part of the Salem State University community when she posted about the yellow house. That and a turkey-leg-toting Viking.

Listen to Learn and Learn to Listen
Advancement Weekly Article,  Article Managers should make listening to their employees' ideas and concerns a priority, say office communications experts.

Office Space: Cracking the High-Performer Code
CURRENTS Article The Fay School launched an effort to identify the competencies and values embodied by its highest performers—the people who exemplify and extend its brand of preparation, community, and communication in unique ways. The school sought to translate these skills and attitudes into the criteria it seeks in a job candidate to improve its hiring process and reframe its system for onboarding, evaluating, and rewarding employees.

Outlook: Fully Committed
CURRENTS Article Good major gift officers leave for various reasons: poor leadership, lack of support, no options for promotion. But research shows they are willing to stay in less-than-ideal conditions when they're connected to the institution and feel their voice is heard.

Encourage Staff to Refer Job Candidates
Advancement Weekly Article,  Article An employee referral program is a great way to find skilled job-seekers to fill open advancement positions, says a talent management professional.

Teach Employees Conflict Resolution Skills
Advancement Weekly Article,  Article Managers shouldn’t try to resolve every conflict among team members but should instead guide them through a process to find a mutual solution, writes a management expert.

Craft Job Posts to Attract Better Applicants
Advancement Weekly Article,  Article Employers should write job listings that focus on what they can offer candidates, according to a new study.

Avoid These One-On-One Meeting Killers
Advancement Weekly Article,  Article Leaders can ruin meetings with another colleague by dominating the conversation, writes a communication expert.

Make Difficult Conversations Look Easy
Advancement Weekly Article,  Article Leaders can handle tough workplace discussion by applying a few simple principles, writes a management expert.

Consider Goals Prior to Recruiting Staff
Article,  BriefCASE Article Hiring managers in advancement offices need to think about what organizational objectives they are trying to achieve before they begin sourcing candidates for open positions, says a talent management professional.

Signs that Leaders Lack Empathy, Self-Awareness
Advancement Weekly Article,  Article Managers who believe being liked at work is overrated may need to improve their emotional intelligence, writes an executive coach.

How to Deal with Poor Communicators
Advancement Weekly Article,  Article Employees shouldn’t be afraid to ask for clarification when a colleague sends a cryptic email, writes a clinical psychologist and career coach.

Learn to Read Attendees' Emotions for a Great Meeting
Advancement Weekly Article,  Article Managers should employ empathy to hold more successful meetings, writes a leadership specialist.

Help Keep Workers Healthy
Advancement Weekly Article,  Article Leaders can keep their staff healthy and productive by encouraging sick employees to avoid the office, say public health experts.

Office Space: The Upside of Turnover
CURRENTS Article Turnover presents an opportunity to shake things up, reinvent the conversation about the college's philanthropic mission, and redefine engagement options for your alumni and donors.

How to Rehabilitate Underperformers
Advancement Weekly Article,  Article The first step to converting underachieving employees into top-performers is to identify what’s preventing them from achieving success, writes a career and workplace expert.

The Fundamentals of Effective Listening
Advancement Weekly Article,  Article Managers should listen more than they talk, writes a leadership specialist.

Know If an Employee is a Bad Influence
Advancement Weekly Article,  Article Leaders often struggle to identify employees who negatively affect their organization's culture, write two management gurus.

Know How to Ask for Help
Advancement Weekly Article,  Article Successful leaders know how to ask for what they need, writes a business school professor.

Modes of Communication to Avoid for Serious Topics
Advancement Weekly Article,  Article Leaders should be wary when communicating sensitive messages via email, text message or speaker phone, writes a communications specialist.

Self-Sufficiency is Vital to Engaging Workers
Advancement Weekly Article,  Article Managers can energize their employees by giving them more autonomy, writes a management consultant.

Don’t Stop Employee Ideas in Their Tracks
Advancement Weekly Article,  Article Leaders who fail to leverage the innovative ideas of their workers may miss opportunities for their organization to grow, writes a leadership specialist.

Bring Remote Employees Together for Key Events
Advancement Weekly Article,  Article Managers should convene their virtual teams in person at critical times, writes a management consultant.

Think Beyond Budget When Spending
Advancement Weekly Article,  Article Too many managers spend money based on what’s in their budget rather than what’s needed to achieve their department's goals, writes a financial expert.

Office Space: Planning for Diversity
CURRENTS Article By thinking broadly about key dates, events, traditions, and themes, you can go beyond the diversity people see and incorporate what they don't see: diversity of geography, backgrounds, beliefs, experiences, abilities, accomplishments, opinions, ideas, interests, and thought. The content we produce should reflect the people who make our institutional communities what they are.

Tips for Fostering Workplace Diversity
Advancement Weekly Article,  Article Leaders can improve their organization’s operations and encourage innovation by hiring and maintaining a culturally diverse workforce, writes a management expert.

The Best Advice is Clear and Concise
Advancement Weekly Article,  Article Supervisors should give feedback that is quick and to the point, writes a leadership specialist.

Inject More Positivity into Meetings
Advancement Weekly Article,  Article Managers should start meetings by asking participants to share one positive thing that has happened to them recently, writes a leadership coach.

Unconventional Ways to Retain Top Employees
Advancement Weekly Article,  Article To keep talented workers engaged with their jobs, leaders should encourage them to leverage their hidden skills and interests in the workplace, writes a management expert.

Challenge Workers to Boost Their Job Satisfaction
Advancement Weekly Article,  Article Managers should occasionally assign employees challenging new assignments to keep them satisfied with their jobs, writes a leadership educator.

Get Employees to Think Outside the Box
Advancement Weekly Article,  Article Leaders should schedule regular brainstorming sessions to encourage workers to think more creatively, writes a leadership expert.

Avoid War Words in the Workplace
Advancement Weekly Article,  Article Leaders who use aggressive terms such as “execute,” “in the trenches” and “killing it” in conversations can negatively influence employee morale, says a leadership consultant.

Managing a Major Team Project
Advancement Weekly Article,  Article Managers can keep team members on track by documenting who is responsible for what task, writes a leadership expert.

How to Respond to Unfair Criticism
Advancement Weekly Article,  Article Leaders should never react defensively when unjustly criticized at work, writes an authority on workplace communication.

How to Manage Entitled Employees
Advancement Weekly Article,  Article Managers can get the most out of entitled employees by giving them tasks that are suited to their strengths, says a social psychologist.

To Get Ahead, Don’t Spurn Workplace Politics
Advancement Weekly Article,  Article Managers can leverage the power of office politics to their professional benefit, writes a career coach.

Lunchtime Decisions Affect Work Performance
Advancement Weekly Article,  Article A healthy lunch during the workday can fuel better productivity, writes a leadership expert.

Why Work Teams Need Rookies
Advancement Weekly Article,  Article New employees are far more capable of tackling tough challenges than their managers may expect, writes a leadership expert.

Help Diversify the Profession
Article,  BriefCASE Article Three leading practitioners talk about the lack of diversity in educational advancement and what leaders in the profession can do about it in a video produced at last month’s CASE Minority Advancement Institute.

Ease Employees' Email Stress
Advancement Weekly Article,  Article A recent study finds that many workers feel "telepressure," the urge to respond immediately to emails, and that this can result in burnout.

The Real Reasons Workers Leave
Advancement Weekly Article,  Article Employees are more likely to quit if they haven’t received sufficient training or feel underappreciated, writes a business psychologist.

Don’t Eat Lunch at Your Desk
Advancement Weekly Article,  Article Workers who leave their desk at lunchtime are more creative and productive, writes a stress management coach.

Tips to Hire Self-Motivated Workers
Advancement Weekly Article,  Article Managers can run a more productive team by recruiting and hiring self-motivated employees, writes a talent management specialist.

Develop a High-Performing Senior Leadership Team
Advancement Weekly Article,  Article Senior leadership groups at many organizations fail to work together as a team, writes a management consultant.

Emulate These Good Listening Habits
Advancement Weekly Article,  Article Leaders can improve their performance by speaking less and listening more, say communications experts.

To Retain Top Fundraisers, Change Management Style
Article,  BriefCASE Article Fundraising leaders can retain high-performing major gift officers by creatively promoting them, better developing their skills and finding new ways to measure their performance, say CASE faculty members.

Use Humor to Boost Training Efforts
Advancement Weekly Article,  Article Leaders should inject humor—which has been shown by research to facilitate improved learning—into worker training programs, writes a training specialist.

Steps to Improve Leadership Communication
Advancement Weekly Article,  Article The more time and effort that managers invest in communicating with staff, the more effective leaders they become, writes a management instructor.

Getting Institutional Buy-In for Talent Management Programming
Podcast Amy Bronson, from Boston University, talks about how changing the way an advancement office hires, trains and retains employees can positively influence its performance.

Engage Shy Team Members
Advancement Weekly Article,  Article Managers should pay more attention to employees who aren’t seeking it, writes a workplace psychology expert.

President’s Perspective: An Open Letter to My Successor
CURRENTS Article John Lippincott offers advice to the next president of CASE.

Tweaks to Improve Meeting Productivity
Advancement Weekly Article,  Article Managers can significantly improve the productivity of meetings by making small changes in how they conduct them, says a management consultant.

Correct These Nonverbal Communications
Advancement Weekly Article,  Article Blinking too much and faking a smile are among the negative body language habits that leaders should fix, writes a leadership specialist.

Don’t Use These Words in Work Email
Advancement Weekly Article,  Article There are a number of words that managers should avoid using when sending work email, say communications experts.

Encourage Employees to Speak Up about Work
Advancement Weekly Article,  Article Many managers assume that lack of feedback from their employees means that the organization is running well when the opposite may be true, writes a leadership specialist.

Worry Might Be a Sign of Talent
Advancement Weekly Article,  Article People become more self-conscious about their abilities as they become more accomplished, according to research.

Learn How to Give More Efficient Praise
Advancement Weekly Article,  Article Employee praise is most effective when it is specific and delivered frequently, writes a management expert.

Onboard Multiple Employees at Once
Advancement Weekly Article,  Article Managers should orient and train new hires in groups to make better use of resources and encourage healthy competition, writes a workplace training specialist.

Stop Negativity from Spreading
Advancement Weekly Article,  Article Managers should confront persistently negative employees before they influence those around them, writes an expert on employee morale.

Steps to Create a Fair Office
Advancement Weekly Article,  Article To create a fair workplace, leaders should build a common set of rules and show employees that they care about them, say two ethicists.

Promote Diversity and Foster Inclusion
Advancement Weekly Article,  Article Leaders need to do more than just create diversity within their workforce; they need to make the workplace inclusive, writes a management professor.

Improve CEO-CDO Relationships
Article,  Community College News Article To champion fundraising efforts on their campuses, community college presidents should have as strong a working relationship with their foundation director as they do with their provost, says one institutional leader.

Spend Time on Work that Matters Most
Advancement Weekly Article,  Article Workers are more productive if they spend most of their workday on the tasks they believe are most important, writes an executive coach.

Improve New Worker Training
Advancement Weekly Article,  Article Leaders should refine how they train new hires to boost employee engagement and performance, writes a management expert.

Stop Passive-Aggressive Office Behavior
Advancement Weekly Article,  Article Managers should recognize and curb their passive-aggressive behavior or it will breed mistrust and erode their credibility among colleagues, writes one leadership development consultant.

Drawing Improves Understanding
Advancement Weekly Article,  Article New research shows that doodling, often thought of as a time waster, can boost worker memory and creativity.

Avoid These Character-Killing Behaviors
Advancement Weekly Article,  Article Managers can hurt their reputation by taking credit for someone else’s work, hiding errors and regularly failing to complete work, writes a workplace expert.

Office Space: Want to Retain Your Fundraisers? Give Them Unlimited Time Off.
CURRENTS Article Taking time off is essential for maintaining one's energy, sanity, and creativity, particularly in a profession where devleopment officers are expected to bring their A-game to an 8 p.m. meeting with a donor and manage other events that are part of a nontraditional work schedule.

Leaders Should Empower Employees
Advancement Weekly Article,  Article Managers who help their staff members feel more powerful—for example, by delegating important tasks to them—improve employee productivity, performance and job satisfaction, writes an executive coach.

Points to Ponder Before Terminating a Worker
Advancement Weekly Article,  Article Leaders should ask themselves several questions before firing an employee, write a pair of management consultants.

How to Coach Team Members When Short on Time
Advancement Weekly Article,  Article The more time a boss spends providing guidance to an employee, the more likely that he or she will want to stay with the organization and improve his or her performance, writes a management expert.

Know When to Let Go of Conflict
Advancement Weekly Article,  Article Managers should learn which workplace conflicts are best left alone, writes a conflict resolution specialist.

Leaders Should Lighten Up
Advancement Weekly Article,  Article Levity and humor can help managers and their employees excel in the workplace, says an expert on office culture.

It Pays to Lighten Up at Work
Article,  Community College News Article Levity and humor can help managers and their employees excel in the workplace, says a keynote speaker at the upcoming CASE Conference for Community College Advancement.

The Psychological Benefits of "Self-Talk"
Advancement Weekly Article,  Article Workers who talk to themselves using the pronoun “you” can boost their performance and calm their nerves, according to new research.

Staffers Can Offer Valuable Insight
Advancement Weekly Article,  Article Managers should solicit feedback and advice from front-line employees on how to improve their organization, writes a management consultant.

Poaching Concerns Shouldn't Stop Professional Development
Advancement Weekly Article,  Article Leaders who don’t offer career-development opportunities to their employees for fear they might cause turnover are misguided, writes a talent management specialist.

Methods for Better Meetings
Advancement Weekly Article,  Article Managers can make meetings shorter and more productive by adhering to a few simple research-backed guidelines.

Get More from Gifted Workers
Advancement Weekly Article,  Article When managing star employees, managers should act more as career coaches than day-to-day work supervisors, writes a talent management expert.

Stop Saying “Sorry” Without Reason
Advancement Weekly Article,  Article Workers who constantly apologize for minor transgressions undermine their credibility, writes a communications expert.

How to Offer Negative Feedback
Advancement Weekly Article,  Article When offering feedback to employees, managers should separate their criticism from their praise, writes a leadership expert.

Dealing with Passive-Aggressive Coworkers
Advancement Weekly Article,  Article Managers should remain professional when handling passive-aggressive colleagues, says a communications expert.

Know When Not to Schedule a Meeting
Advancement Weekly Article,  Article Before scheduling another meeting, managers should first determine if there’s a better way to accomplish their goal, write time management experts.

Non-Financial Ways to Boost Employee Performance
Advancement Weekly Article,  Article There are many no-cost ways to motivate employees, writes a leadership specialist.

Rectifying Verbal Blunders
Advancement Weekly Article,  Article Leaders can overcome communication gaffes by quickly clarifying and reasserting their intention, writes a communications consultant.

The Case for Diversity
CURRENTS Article Fifty years later, historically marginalized members of society have better access to opportunities, but there's still a noticeable lack of diversity in many industries and professions—including advancement. This is an introductory piece to CASE's special issue on diversity in advancement.

Mission Possible
CURRENTS Article Only 9 percent of the North American educational advancement workforce is nonwhite, the 2013 CASE Compensation Survey found, compared with about 20 percent of full-time U.S. college faculty, according to 2011 data from the National Center for Education Statistics. This article explores ways that institutions can diversify their employment ranks.

Help Employees Avoid Sophomore Slump
Advancement Weekly Article,  Article Managers can prevent new employees from losing commitment and focus in their second year on the job, writes a talent management specialist.

Don’t Absorb Coworkers' Negativity
Advancement Weekly Article Managers who always serve as a soundboard for colleagues—to let them blow off steam or express frustration—risk becoming a “toxic sponge,” writes a workplace communications expert.

Know the Seven Levels of Delegation
Advancement Weekly Article,  Article Leaders should decide how much authority to give their employees based on what’s best for the organization, writes a management expert.

Focus on Keeping Promises, Not Exceeding Them
Advancement Weekly Article,  Article New research finds that “under-promise and over-deliver” is bad advice for managers.

Make Most of New Employees' Enthusiasm
Advancement Weekly Article,  Article Managers should engage new employees while their excitement is at its peak to help them succeed, writes a talent management coach.

Imagining Success Helps Realize It
Advancement Weekly Article,  Article Working professionals who are procrastinating or struggling to meet a goal should try to envision the steps they must take to achieve it, writes a neurologist.

Understanding Surprise Resignations
Advancement Weekly Article,  Article There are many common reasons why employees quit without notice, writes a management expert.

Navigating Office Politics
Advancement Weekly Article,  Article Leaders should carefully manage differences or conflicts of interest with colleagues at work, writes a career coach.

Signs that a Manager is a Poor Motivator
Advancement Weekly Article,  Article Many managers never learn how to properly motivate employees, writes a management expert.

Stop the Spread of Office Disputes
Advancement Weekly Article,  Article Managers should intervene before a personal conflict between employees spreads to the rest of their team, writes a business school professor.

Finding and Developing Tomorrow's Leaders
Advancement Weekly Article,  Article Leaders can help their employees develop management skills by encouraging them to leverage their existing strengths, say leadership experts.

Improve a Relationship with a Trying Colleague
Advancement Weekly Article,  Article Instead of judging difficult employees, managers should try to better understand them, writes a leadership expert.

Phrases that Drive Away Workers
Advancement Weekly Article,  Article Managers can inadvertently lower employee morale by uttering certain coded phrases, says a communications specialist.

Good Leaders Don't Treat Everyone the Same
Advancement Weekly Article,  Article The best leaders treat everyone fairly, not equally, says a management consultant.

Getting Ideas from Dream to Reality
Advancement Weekly Article,  Article Project managers can execute grand plans by involving those who control money and other resources at their organization right from the start, says a psychologist.

Take the Sting out of Bad News
Advancement Weekly Article,  Article Managers should prepare themselves emotionally before breaking bad news to colleagues, says a business school professor.

Handle the Truth about Departing Employees
Advancement Weekly Article,  Article Executives often ignore the real reasons why top workers leave their organization, says a management expert.

Help Workers Develop on the Job
Advancement Weekly Article,  Article Bosses play a critical role in the talent management of their employees, says a business school professor.

Impassion New Workers
Advancement Weekly Article,  Article Managers can inspire new employees by giving them a big-picture view of the organization and explaining how their contributions add value, says a leadership expert.

Avoid Habits that Repulse Top Talent
Advancement Weekly Article,  Article A boss’s bad behavior can drive away an organization’s best employees, says a workplace columnist.

Help Remote Workers Form Connections
Advancement Weekly Article,  Article Managers can help teams of remote workers communicate better by setting a few ground rules for their meetings, says a management consultant.

Hire Learning
CURRENTS Article Every profession has personnel issues, and advancement is no different. The turnover rate for fundraisers is high. The field is 70 percent female, but women earn 20 percent less money than men, according to the Association for Fundraising Professionals. This article discusses how one advancement vice president has addressed pay inequity and created an environment that retains staff.

What’s the Idea?
CURRENTS Article Aimee Griffiths, director of alumnae relations for Ursuline Academy of Dallas, recently restructured her alumnae board and shares a short lesson.

For a Solution, Sleep on a Problem
Advancement Weekly Article,  Article Creative solutions to complex work problems often come to those who wait, says management expert.

Disarm Passive-Aggressive Coworkers
Advancement Weekly Article,  Article Leaders should respond to passive-aggressive colleagues by speaking calmly and confidently, says a communications specialist.

When to Fire an Employee
Advancement Weekly Article,  Article Managers should not be afraid to part ways with a wayward worker, says a leadership expert.

Learn to Love Bad News
Advancement Weekly Article,  Article Leaders should have the courage to seek information they don’t want to hear, says an executive coach.

Cents and Sensitivities
CURRENTS Article At New York’s Cornell University, gift officers receive a helping hand from an unexpected source: actors. The Cornell Interactive Theatre Ensemble offers an experiential learning program that includes self-assessments, group interactions, and role-playing to help fundraisers work through situations they’ll face while doing their jobs. This story provides a how-to plan for institutions interested in creating a similar program on their campuses.

Outlook: The Real March Madness
CURRENTS Article Will we ever reform intercollegiate sports? The Drake Group, a coalition of academics, former athletic administrators, and athletes working to minimize the corrosive influences of college sports on academic integrity, says that it may take an act of the U.S. Congress. Such federal legislation will draw a clear line between college and professional sports, create a structure that's more equitable to students, and refocus attention on institutional missions—educating students.

Talking Points: Presidents Under Pressure
CURRENTS Article In the past decade, scores of institutional executives have retired, resigned, or been removed from their posts. In the research for the book Presidencies Derailed: Why University Leaders Fail and How to Prevent It, authors Stephen J. Trachtenberg and Gerald B. Kauvar studied several failed administrations and discovered causes and cures for this higher education leadership crisis. Here we present two solutions for the parties most intimately involved in the process: governing boards and the presidents they hire.

Quiet Words can have Loud Consequences
Advancement Weekly Article,  Article Negative comments whispered in the office are damaging to team morale and motivation, says a leadership authority.

For a Better Workplace, Get Workers to Stand Up
Advancement Weekly Article,  Article Leaders should encourage their employees to spend less time sitting at work, says one executive.

Rebuild Colleagues' Trust
Advancement Weekly Article,  Article Leaders can regain credibility after making a mistake by owning their error and expressing regret, say executive coaches.

Encourage Feedback in the Office
Advancement Weekly Article,  Article Employees are more satisfied and successful when they work in a feedback-rich environment, says an executive coach.

Know Business Lunch Manners
Advancement Weekly Article,  Article Leaders should act appropriately at business luncheons if they want to impress clients, say etiquette coaches.

Don't Burn Out Teams
Advancement Weekly Article,  Article Managers should avoid overworking employees, says a leadership authority.

Avoid Common Email Signature Mistakes
Advancement Weekly Article,  Article The signature at the bottom of an email is an often-overlooked opportunity for professionals to leave a positive and lasting impression, say communications experts.

Showing Respect Builds Trust
Advancement Weekly Article,  Article Leaders can build a culture of trust at their organizations by showing respect to their colleagues, says a management authority.

Promoting Pride
CURRENTS Article With the Winter Olympics set to begin in Russia on February 7, scrutiny of the government’s anti-gay laws will be intense. CURRENTS looks at how educational institutions are addressing lesbian, gay, bisexual, and transgender issues on their campuses. LGBT alumni donors want to know that institutions are creating safe and inclusive environments for gay students. See how institutions are serving LGBT alumni and students.

What Does Your Institution Taste Like?
CURRENTS Article The co-author of Scaling Up Excellence: Getting to More Without Settling for Less explains how the for-profit world’s ideas about ingenuity apply to advancement professionals too. “People in advancement are in the imagination business,” he says. “Ask yourself, Where is your creativity?” Rao offers his tips for doing just that.

Re-energize Fatigued Employees
Advancement Weekly Article,  Article Leaders can revitalize exhausted teams by telling them which deadlines are essential and which can be moved, says a management expert.

Taking Over from an Ineffectual Team Leader
Advancement Weekly Article,  Article Managers who take over an existing team from an underperforming leader must be prepared to remedy any lingering conflict and stress, says an organizational psychologist.

Don't Promote for Seniority's Sake
Advancement Weekly Article,  Article Managers shouldn’t promote an employee based solely on his or her seniority, says an authority on organizational leadership.

How to Coach New Employees
Advancement Weekly Article,  Article Leaders must carefully train new workers, says an executive coach.

Less is More for Leaders
Advancement Weekly Article,  Article Managers should exercise more restraint in their leadership to ensure they focus on the work that matters most to their organizations, says a management expert.

Don't Hire the Wrong Person
Advancement Weekly Article,  Article Managers should recognize when a prospective hire is not a good fit for the organization, says a management expert.

How to Retain Top Talent
Advancement Weekly Article,  Article To retain star employees, senior leaders should periodically re-recruit them as if they were new external prospects, says a business professor.

Ready to Roll
CURRENTS Article Institutional communications teams lost staff during the Great Recession, and now some of those units are beginning to hire again. What are the essential skills that these people should bring to your team? Read this article to find out.

Conflict Avoidance is a Management Mistake
Advancement Weekly Article,  Article Sometimes managers who want to avoid conflict can do their organizations a disservice, write two management experts.

What to Do When a Meeting Appears to Go Off Topic
Advancement Weekly Article,  Article Managers should try to understand, and not ignore, team members who interrupt meetings, says an organizational psychologist.

Beware of Using Buzzwords
Advancement Weekly Article,  Article Managers should think twice before using trite words and phrases, says a communications expert.

Motivate Employees in Less than Five Minutes
Advancement Weekly Article,  Article Managers can use quick motivational techniques such as positive reinforcement to push employees to achieve, says a communications specialist.

Temporary Teams Spur Innovation
Advancement Weekly Article,  Article Temporary teams that collaborate on short-term projects are more likely to outperform preexisting work teams, says a management professor.

How Leaders Kill Ideas
Advancement Weekly Article,  Article Managers can stifle creativity and innovation within their organizations by immediately shooting down new ideas from employees, says a leadership consultant.

To De-stress at Work, Accept What You Cannot Change
Advancement Weekly Article,  Article The key for managers and their employees to manage workplace stress is for them to understand what they can control, says a career coach.

When Helping Isn't Productive
Advancement Weekly Article,  Article Even with the best of intentions, work colleagues can sometimes make matters worse by offering assistance, says an executive coach.

Refocus Senior Leadership Meetings
Advancement Weekly Article,  Article Senior leaders should focus on major organizational issues when meeting together, says an executive adviser.

How to Become a Better Project Manager
Advancement Weekly Article,  Article Effective project managers develop realistic plans and gather influential people and other internal resources to solve pressing organizational issues, says a leadership consultant.

Avoid Maintaining Prolonged Eye Contact
Advancement Weekly Article,  Article People are more likely to sway someone in an argument if they look at the person’s mouth and not at their eyes, according to new research.

How to Make Virtual Brainstorming Work
Advancement Weekly Article,  Article Two management authors suggest that hosting virtual brainstorming sessions or sharing ideas through email chains might give employees more time and space to reflect on and frame their ideas.

How to Handle a Crying Employee
Advancement Weekly Article,  Article Managers should never ignore a team member who gets emotional, say leadership experts.

How to Work in an Open Office
Advancement Weekly Article,  Article Managers and employees who find it hard to work in offices with open floor plans can adopt certain strategies to improve their productivity, according to new research.

The Worst Ways to End a Meeting
Advancement Weekly Article,  Article Managers can ruin a productive meeting by ending it improperly, says a management expert.

Storytelling as Employee Recognition
Advancement Weekly Article,  Article Leaders should recognize their top employees by encouraging them to share stories about their good work, says a leadership expert.

Reduce Germs in the Workplace
Advancement Weekly Article,  Article Managers should adopt strategies to keep employees healthy and productive, says a doctor and a manager.

Provide Role Models to Encourage Diversity
Advancement Weekly Article,  Article Institutions should have role models of diverse backgrounds to provide emerging leaders with examples of success, say management experts.

Maintain a Positive Attitude amid Tough Times
Advancement Weekly Article,  Article When dealing with personal or professional disappointment, leaders can stay optimistic by adopting certain behaviors, says a psychotherapist.

Identify and Manage Challenging Employees
Advancement Weekly Article,  Article Leaders must deal with disruptive office behavior before it negatively impacts their team, says a management expert.

Turn Employees into Leaders
Advancement Weekly Article,  Article Managers should encourage every one of their employees to take on leadership roles, says a management expert.

Don't Patronize Employees
Advancement Weekly Article,  Article Managers should avoid talking to employees in ways that may come across as condescending, says a communications expert.

To Lower Stress, Reflect on Day's Positives
Advancement Weekly Article,  Article New research finds that people who briefly reflect on accomplishments at the end of the workday are less stressed in the evening.

Personalize Employee Recognition
Advancement Weekly Article,  Article Managers should quickly and specifically recognize and reward employees’ good work, says a leadership expert.

When to Fire a Problem Employee
Advancement Weekly Article,  Article Managers should take action when efforts to coach an underperforming employee aren't succeeding, says a leadership specialist.

Manage with Empathy
Advancement Weekly Article,  Article Leaders who exercise compassion at work have more productive employees, says a management expert.

Keep Employees from Feeling Left Out
Advancement Weekly Article,  Article Managers should ensure their employees feel they are an important part of a team, says a communications leader.

Learn to Delegate Effectively
Advancement Weekly Article,  Article Managers who don't delegate miss reaping its benefits, says an executive coach.

Keeping Newer Employees Engaged
Advancement Weekly Article,  Article A study that finds employees’ engagement dips after six months on the job offers some insight for how managers can reverse this trend.

Improve Employee Retention
Advancement Weekly Article,  Article Managers who show employees respect are more likely to retain them, says a leadership authority.

Recruiting Nontraditional Candidates to Advancement Positions
Podcast Hear Sergio Gonzalez from the University of Miami discuss why advancement offices should consider hiring professionals from other fields. Also, learn how to recruit these individuals and determine the best position for them.

Share the Stress of a Big Project
Advancement Weekly Article,  Article Project managers can avoid potential problems by being more transparent with their team members, say management experts.

Forgiveness is a Leadership Trait
Advancement Weekly Article,  Article Leaders should let some employee mistakes and transgressions slide and treat them as teachable moments, says a business school professor.

Think Before Rehiring a Former Employee
Advancement Weekly Article,  Article Managers should carefully consider the pros and cons of rehiring an employee who wants to return to the organization, says a talent management expert.

Handle a Star Employee’s Resignation
Advancement Weekly Article,  Article Managers can ensure that the departure of a key employee doesn’t adversely affect their organization by following a few simple steps, says an executive.

Show New Employees Around Campus
Advancement Weekly Article,  Article Giving newly hired advancement employees a guided tour of campus that focuses on gifts to the institution helps them better understand the impact of their work, says a development officer.

Results of the 2013 CASE Europe Salary Survey
Report Following CASE's major overhaul of the salary survey instrument and data collection system, CASE fielded a European version of the survey in 2012. Data presented in this July 2013 report provide the broadest possible look at the results of the 2012-2013 survey to help identify patterns across the profession. The tables show multiple factors that strongly influence salary, such as years of experience, management responsibility, discipline and highest degree earned.

Pay Check: Results of the 2013 CASE Compensation Survey
Report This presentation summarizes the results of CASE's 2013 compensation survey. The 2013 results provide a comprehensive view of compensation practices to help identify patterns across the profession. Salary data is broken down by criteria such as discipline/primary function, institution type, enrollment size, geographic area, supervisory level and tenure.

New Study Reveals Decline in CDO Tenure
Article,  BriefCASE Article A newly released study indicates that the average tenure of chief development officers is only one to two years due in large part to “unrealistic expectations” by management and their organization’s lack of understanding of development.

Creating a Culture for Nontraditional Hires
Article,  BriefCASE Article Leaders should get buy-in from their team when hiring nontraditional candidates to advancement positions, says a talent management expert.

Preventing Embarrassing Work Gaffes
Advancement Weekly Article,  Article Leaders should know how to avoid slips of the tongue and other personal embarrassments in the workplace, says a communications specialist.

Golden Opportunity
CURRENTS Article Millennials are decidedly social-, global-, and civic-minded, making them great candidates for development work.

Communicate Effectively with Remote Workers
Advancement Weekly Article,  Article The physical distance between managers and their remote employees can lead to misunderstandings and miscommunications, says one communications professional, who has advice on how to overcome these difficulties.

Avoid Productivity-Destroying Email Habits
Advancement Weekly Article,  Article Managers need to be aware of unhelpful email practices, says a leadership expert.

The Tenure Problem: How Can We Make Major Gifts Productive if Gift Officers Keep Leaving?
Article This post explores issues related to productivity and ROI caused by turnover and short tenure among gift officers. Questions are offered to assess short tenure trends.

Break the Meeting Habit
Advancement Weekly Article,  Article By cutting down on the number of meetings they attend and schedule, managers will free themselves to get more work done, says a time management expert.

When to Give Managers Hiring Authority
Advancement Weekly Article,  Article Senior leaders should test junior managers to ensure they’re ready to make hiring decisions, says a human resources professional.

Make the Most of Middle Managers
Advancement Weekly Article,  Article The best bosses are more likely to focus on teaching solid work skills and habits rather than simply motivating employees, according to new research.

Don’t be an Idea Killer
Advancement Weekly Article,  Article Managers need to rethink traditional brainstorming tactics to ensure they don't "actively shoot down" employee proposals or "passively let them languish," says a leadership expert.

Leading Other Leaders
Advancement Weekly Article,  Article When leading a group of colleagues who are also leaders—such as a board or administrative team—managers must maximize the group’s strengths without yielding control, says an entrepreneur.

Giving Cross-Cultural Feedback
Advancement Weekly Article,  Article Managers should bear in mind cultural differences of staff when offering critical feedback, says a business school professor.

Find Right Balance of Talent in an Advancement Office
Advancement Weekly Article,  Article Advancement leaders can bring out the best in their staff by understanding the range of skills needed to create a balanced, flexible organization, says a CASE author.

Effective Talent Management Includes Focus on Retention
Article,  BriefCASE Article Retaining great employees is as important as recruiting them, according to members of the CASE advisory commissions on alumni relations, communications and marketing, and philanthropy.

Dedicated Training Contributes to Success of Non-traditional Fundraisers
Article,  BriefCASE Article A multi-round interview process and a detailed training plan can make the difference between success and failure when hiring development officers who have no previous fundraising experience, said a speaker at the recent Canadian Council for the Advancement of Education conference.

Give Top Performers Substantive Work
Advancement Weekly Article,  Article Managers should give their best employees work assignments that correspond to their advanced abilities and appetites, says a CASE author.

Learn to Value Anxious Employees
Advancement Weekly Article,  Article New research reveals that managers may not appreciate the contributions of "introverted and neurotic" employees because they mistakenly assume these individuals will be less effective team members.

Where the Jobs Are
Community College News Article,  CURRENTS Article Community colleges report higher increases in full-time alumni relations staff than other types of institutions.

Training Champions
CURRENTS Article Drawing on her experience leading both horses and fundraisers, a consultant writes about techniques she uses to improve team focus, develop better relationships with each other and donors, and grow total gift income.

Fill the Training Vacuum
Advancement Weekly Article,  Article Many advancement employees have a desire for professional development opportunities but believe that their leaders aren’t committed to offering them, says a CASE author.

Bad Language Reflects Bad Leadership
Advancement Weekly Article,  Article Leaders who use curse words are projecting their inability to handle difficult situations, say management professionals.

Gift Officer Metrics
Good Question Do you have any samples of metrics used to evaluate the performance of fundraisers, especially major gift officers? If not, do you have information that can help us develop metrics?

Social Media Use Can Boost Worker Efficiency
Advancement Weekly Article,  Article New research shows that employees who are encouraged to use social media to accomplish work are more productive.

Change the Way You Orient New Hires
Advancement Weekly Article,  Article New research suggests that managers should spend more time getting to know their new employees than explaining their organization’s culture and mission.

Build a Succession Plan
Advancement Weekly Article,  Article Advancement offices should formulate a proactive and long-term talent strategy for their mission-critical positions, says a development officer.

Keep Senior Leaders in the Loop
Advancement Weekly Article,  Article More organizations are turning to a simple management tool developed in the 1980s to ensure top executives stay apprised of internal operations.

Develop Talent through Leadership Academies
Advancement Weekly Article,  Article Educational advancement offices should develop leadership academies as a way to retain high-potential employees, says a business professor.

Fight Boredom in the Workplace
Advancement Weekly Article,  Article Employee boredom is contagious and can lower productivity and cause stress around the office, says a leadership expert.

Handle Manipulative Employees
Advancement Weekly Article,  Article Managers should be on guard against colleagues who engage in psychological or emotional manipulation, says a career coach.

Acknowledge Missed Deadlines
Advancement Weekly Article,  Article Managers should speak up when employees blow off project deadlines, says a business adviser.

It's OK to Close Your Office Door
Advancement Weekly Article,  Article Good bosses don’t have to be accessible the entire time they are in the office, says a time management expert.

Remember to Compliment Colleagues
Advancement Weekly Article,  Article Leaders should balance critiques of their employees with praise, says a former executive.

Making Self-Improvement Simple
Advancement Weekly Article,  Article Managers and their employees can master any new skill—from public speaking to using social media to analyzing data—by following a few general rules, say workplace experts.

Leak-Proof Your Organization
Advancement Weekly Article,  Article To prevent unwanted and potentially damaging information leaks about their organizations, leaders should build trust and transparency among their staffs, says a management consultant.

Boost Employee Productivity
Advancement Weekly Article,  Article Leaders can help their employees get through the winter doldrums and stay on task, says one chief executive.

Encourage Networking Within Your Organization
Advancement Weekly Article,  Article One company believes it has an ingenious solution to bridge departmental silos: randomly match employees for lunch dates.

Stop Being a Micromanager
Advancement Weekly Article,  Article Micromanaging isn't a "sometimes" behavior. Managers either trust their employees or they don't, says a workplace columnist.

When Negative Feedback is Appropriate
Advancement Weekly Article,  Article New research shows that experienced employees prefer managers to tell them what they are doing wrong so they can improve.

Don't Dehumanize Your Organization
Advancement Weekly Article,  Article Marketer and entrepreneur Seth Godin says that organizations should learn from the many managerial mistakes made at airports.

Find Employees' Hidden Skills
Advancement Weekly Article,  Article Managers who make the effort to get to know their team members may discover valuable expertise, says a leadership expert.

The Importance of Workplace Culture
Advancement Weekly Article,  Article A single “bad hire” can have a significant impact on the morale, productivity and ultimate success of an organization, say researchers.

Office Space: Social Connection
CURRENTS Article In this column, a young social media coordinator discusses the mistaken notion that age should be a factor when it comes to working in social media and offers advice to people working in the field and the people who manage them.

Encouraging Honest Workplace Dialogue
Advancement Weekly Article,  Article Leaders can learn a lot from the fallout surrounding cyclist Lance Armstrong’s confession that he repeatedly lied to cover up his use of performance-enhancing drugs, says an executive coach.

The Most Hazardous Word in the Office
Advancement Weekly Article,  Article A communications expert says “the most dangerous word to use in the workplace today is short, sweet and fraught with peril.”

Become a Better Listener
Advancement Weekly Article,  Article Managers should develop their listening skills as much as their presenting skills to better lead others, says a communications expert.

Encourage Civility in the Workplace
Advancement Weekly Article,  Article Lapses in common courtesy and respect are becoming more common in today’s increasingly virtual work environment, says a management consultant.

Work with Challenging Employees
Advancement Weekly Article,  Article Staying focused when dealing with difficult colleagues is possible, say leadership experts.

Get People to Change
Advancement Weekly Article,  Article Leaders who want to effect change in the workplace must specify what they expect from staff, says a management professor.

Be Careful When Rewarding Employees with Fancy Titles
Advancement Weekly Article,  Article Managers should think twice before offering exaggerated, important-sounding or unusual job titles to employees in place of raises or bonuses, say leadership professionals.

Stick the Landing
CURRENTS Article As it grows in stature and expectation, the vice president of development or advancement position entails more than fundraising. The vice president has to be an effective partner to the president, has to spend more time with trustees, and has to be skilled at governance issues and diplomacy. This story explores how the chief development officer position has evolved and what it takes to be a development vice president or assistant vice president these days.

Academic Aspirations
CURRENTS Article Why does a chief advancement officer need an advanced degree? Having a firm foundation in the academy enables the CAO to better understand and articulate the needs of the institution and earns credibility with the faculty, writes Linda Durant of Widener University.

Tips for Last-Minute Meeting Preparation
Advancement Weekly Article Managers who must prepare for a meeting quickly should put aside their perfectionist tendencies, says a management guru.

What Leaders Should Do Before the End of the Year
Advancement Weekly Article The best leaders know how to ensure their employees are happy and motivated for the new year, says an executive coach.

Manage a Challenging Employee
Advancement Weekly Article The most valuable member of a work team may also be the most disruptive, says a leadership expert, who offers tips on how to deal with him or her.

Don’t Get Defensive at Work
Advancement Weekly Article Dwelling on negativity stifles professional growth and limits happiness at work, say many psychologists.

Attract and Retain Better Workers
Advancement Weekly Article Managers at institutions that struggle with employee retention should consider making changes to their hiring practice, says a talent management expert.

Keep Work Teams Small
Advancement Weekly Article Individual employee effort diminishes as team size increases, says a workplace researcher.

Break a Colleague’s Multitasking Habit
Advancement Weekly Article Employees who habitually multitask—such as responding to emails while talking to a coworker—negatively impact the well-being and work quality of everyone around them, says a management consultant.

How to Win Any Negotiation
Advancement Weekly Article Understanding the minutiae of human interaction can help managers become better deal-makers, say psychological researchers.

Bad Habits that Make People Ignore You
Advancement Weekly Article Appearing noncommittal and needlessly apologizing during workplace conversations can keep managers from getting ahead, says a communications guru.

Minimizing Risky Employee Behavior
Advancement Weekly Article Leaders can take several steps to protect themselves and their organizations against potentially reckless or unethical employee behavior, says a risk management consultant.

Debunking Common Management Myths
Advancement Weekly Article Managers often have a number of mistakenly held beliefs about their employees, says a nonprofit leadership expert.

Tips for Working When You’re Stuck at Home
Advancement Weekly Article Hurricane Sandy knocked out power to many businesses in the Northeastern United States and forced many employees to work from home. A management expert says that workers have to be prepared to make the best of difficult situations.

What Not to Share with Staff
Advancement Weekly Article Transparency is a good principle in leadership. Still, a management consultant says that leaders shouldn’t share too many details about organizational strategy with their employees.

How to Bring Out Diverse Voices on Your Team
Advancement Weekly Article “The non-expert, the outlier, the oddball or the person who isn’t in charge” is often the one who has the most salient insight in a collaborative work group, says a business professor.

When it’s Best to Keep Quiet
Advancement Weekly Article Silence is an important leadership tool, says a communications expert.

Handling a Workplace Whiner
Advancement Weekly Article There are strategies to prevent office complainers from distracting and frustrating coworkers, say management experts.

Promoting Ethics in the Office
Advancement Weekly Article Managers should set an ethical framework for how their employees should behave in the workplace, says a leadership specialist.

Executing a Successful Conference Call
Advancement Weekly Article A communications expert says that conference calls can be a waste of time for everyone involved without proper planning.

Adjust the Thermostat for More Productive Workers
Advancement Weekly Article New research suggests that offices that are especially cool in the summer and warm in the winter can negatively impact employee productivity and collaboration.

Keeping Pace
CURRENTS Article This article looks at how the continuous change in technology and communications tools—particularly social media—are changing the way advancement communications offices operate.

Share Conference Knowledge with Employees
Advancement Weekly Article Managers and others attending work-related conferences should share what they learn with colleagues back at the office, says a leadership expert.

Clustering Similar Employees Leads to Turnover
Advancement Weekly Article New research suggests that minorities, women and other employees with common demographic characteristics who are grouped in teams believe they don’t stand out and must leave their organization to achieve professional success.

Dealing with Chronically Late Employees
Advancement Weekly Article Managers who have employees that always seem to be running late can minimize the impact on the rest of the team, says a leadership guru.

Check In with Employees, Don’t Check Up on Them
Advancement Weekly Article Two leadership experts say managers should give their employees the autonomy to decide how they achieve their work goals.

Phrases to Avoid Saying to Your Employees
Advancement Weekly Article Two leadership consultants note that what managers say—and don’t say—to their employees can have a significant impact on their relationship with them.

Why Too Much Positive Thinking can be a Weakness
Advancement Weekly Article New research indicates that leaders with an overly positive management style can put their organizations at risk.

What Not to Say in Your Out-of-Office Email
Advancement Weekly Article A management guru says out-of-office email responses should be kept clear and concise.

Path to the Profession
CURRENTS Article Where does a development shop find good fundraisers? How do you hold on to them? Those questions and more are answered through an exploration of the latest talent management strategies.

President's Perspective: The CASE Culture
CURRENTS Article As CASE's longest-serving president, John Lippincott has had a chance to observe what makes CASE special. In this column, he shares his observations.

Don't Share Too Much at the Office
Advancement Weekly Article An executive coach says employees of all ages seem more eager to provide too much personal information at work these days.

Quickly Build Rapport with Anyone
Advancement Weekly Article Managers can learn how to build rapport with colleagues—a valuable leadership skill—by following the field-tested techniques of a former agent with the United States’ Federal Bureau of Investigation.

A Conversation about Executive Recruitment with Dennis Barden
Podcast In this March 2012 interview with CASE, Dennis Barden of the firm Witt/Kieffer defines executive recruitment as the process when a consultant is hired to proactively recruit for a position, possibly from among individuals who are not looking to change jobs. He describes trends such as increased use of executive search firms across higher ed positions and tools like psychometric assessments and off-list referencing. He shares mistakes institutions make when searching for quality candidates and candidates' mistakes while interviewing for their next position. Finally, he discusses these considerations for hiring from non-advancement backgrounds: assessing candidates' transferable skills, internal capacity and resources to teach someone new to the profession and ability to proactively help a person move from one career path to become high performing in an advancement position.

Rules of Conduct for the Conference Room
Advancement Weekly Article When managers prep for their next team meeting, they should consider not just what they’ll say but how they’ll say it, says a communications professional.

The Benefits of an Office Book Club
Advancement Weekly Article In addition to wellness programs and social events, a workplace blogger says that a growing number of employers are organizing book clubs for their employees.

How to Manage a Global Team
Advancement Weekly Article A leadership expert says that managers with international teams should set certain ground rules to ensure that everyone is able to contribute—no matter his or her location or culture.

When to Let Employees Do Personal Chores at Work
Advancement Weekly Article A new study finds that many managers are taking “an increasingly relaxed attitude” toward their employees doing the occasional personal chore during the workday.

Fundraising Fundamentals, Section 8.4
Article This section from Fundraising Fundamentals discusses salaries for fundraising staff.

Fundraising Fundamentals, Section 8.5
Article This section from Fundraising Fundamentals discusses staff performance management.

Fundraising Fundamentals, Section 8.2
Article This section from Fundraising Fundamentals discusses staff recruitment.

Fundraising Fundamentals, Section 8.3
Article This section from Fundraising Fundamentals discusses characteristics of a successful fundraiser.

Fundraising Fundamentals, Section 3.3
Article This section from Fundraising Fundamentals discusses recruiting a development director.

Fundraising Fundamentals, Section 8.6
Article This section from Fundraising Fundamentals discusses staff retention.

How to Tame a Chronic Interrupter
Advancement Weekly Article It can be hard for managers to communicate effectively when a member of the team is always looking to get a word in edgewise.

Prevent Workplace Bullying When Recruiting
Advancement Weekly Article A leadership guru says that managers can curb potential office bullying by asking job candidates the right questions.

Dispelling Body Language Myths
Advancement Weekly Article A body language expert says there are several misconceptions leaders have about the way they present themselves to others.

Support Top Performers When They Stumble
Advancement Weekly Article Sometimes employees with solid track records make bad decisions or fall short of performance expectations. When this happens, it's important for managers to know how to get them back on track.

Help Your Employees' Professional Growth
Advancement Weekly Article It is a manager’s job to help his or her employees find the next level of growth in their careers, say leadership experts.

Hire the Best Candidate, Not the One You Can Afford
Advancement Weekly Article When fulfilling a personnel need, managers should hire the best candidates they can find—and not just a bunch of average ones, says one leadership guru.

Good Managers Know How to Do Less
Advancement Weekly Article Leaders who want to be more productive should stop micromanaging their employees and trust them, says a management researcher.

Retain Employees Who Helped During Recession
Advancement Weekly Article Leadership experts say managers should reward employees who took on extra work for their organizations during the recent recession.

Results of the 2012 CASE Compensation Survey: Institutionally Related Foundation Respondents
Report The IRF Compensation Report summarizes the results of CASE's most recent compensation survey just for institutionally related foundations (IRFs). The 42-page report contains data from 323 individuals employed at North American IRFs. The 2012 results provide a comprehensive view of compensation practices to help identify patterns across the profession. IRF salary data is broken down by criteria such as discipline/primary function, institution type, enrollment size, geographic area, supervisory level and tenure.

Results of the 2012 CASE Compensation Survey: Community College Respondents
Report The 2012 Community College Compensation Report summarizes the results of CASE's most recent compensation survey just for community college respondents. The 42-page report contains data from 146 individuals employed at North American community colleges. The 2012 results provide a comprehensive view of compensation practices to help identify patterns across the profession. Community college salary data is broken down by criteria such as discipline/primary function, enrollment size, supervisory level and tenure.

Don't Make These Delegation Mistakes
Advancement Weekly Article Delegating effectively is one of the most important roles of a manager, says a leadership expert.

Creativity Killers and How to Stop Them
Advancement Weekly Article Two researchers have identified the types of people who most often stifle creative thinking. By recognizing and handling these individuals appropriately, managers can recover and cultivate creative thinking at their offices, according to the researchers.

Why Hiring Workaholics Doesn't Pay
Advancement Weekly Article Managers shouldn’t want workaholics for employees, says a leadership expert who warns that the disadvantages of having work-obsessed employees far outweigh the benefits.

Everyday Ideas for Engaging Employees
Advancement Weekly Article From walking around the office more to eating lunch with staff, managers can employ a number of simple techniques that will help keep their employees happy and motivated, says one leadership guru.

How to Show Authority without Yelling
Advancement Weekly Article Managers who lose their temper around staff undermine their influence on them, say leadership experts.

Etiquette for Conference Calls and Instant Messaging
Advancement Weekly Article A communications guru says there are some off-putting behaviors that office workers should avoid when participating in conference calls or making use of instant messaging.

Getting Feedback When You're the Boss
Advancement Weekly Article Those in leadership positions are less likely to receive constructive feedback on their ideas, performance and strategy. But management gurus say that leaders can suffer, become isolated and potentially miss out on some great ideas without input.

Give Employees Permission to be Creative
Advancement Weekly Article An international survey finds that only 1 in 4 people believe they are living up to their creative potential—even though a solid majority thinks that being creative is a valuable asset to work and society.

The Best Time to Share Bad News
Advancement Weekly Article A leadership guru advises managers to consider carefully their motives before deciding whether to share bad news with their team members.

Advancement Research Tools Available at Your Fingertips
Article,  Community College News Article Benchmarking data and research about community college advancement programs are plentiful—if you know where to look.

The Dangers of Being Too Smart
Advancement Weekly Article A leadership guru says that know-it-all managers can anger colleagues and slow down the progress of their organizations.

A Beautiful Friendship
CURRENTS Article Alumni relations and student affairs seems like the perfect partnership. Each has something the other wants. So why aren't the two offices working together more often?

Signs Someone is Lying to You at Work
Advancement Weekly Article Body language experts say there are a few tell-tale signs that managers can look for to determine if someone is lying to them.

Basic Business Etiquette Still Matters
Advancement Weekly Article A communications expert says that simple etiquette remains essential in the workplace and that all managers could use a refresher.

Dealing with Criticism
Advancement Weekly Article Nearly everyone, at some point in their career, will receive hurtful criticism from a work colleague. When this happens, it's important to remember three things, says a management expert.

How to Use Humor at Work
Advancement Weekly Article Knowing how to use humor appropriately at work is an asset to any leader, says a management expert.

The Best Time to Send Email
Advancement Weekly Article Emails sent between 6 and 7 a.m. are nearly three times more likely to be opened than emails sent at 4 p.m., according to a communications expert.

What Makes Chief Advancement Officers Tick?
Article,  BriefCASE Article Self-awareness is one of 14 competencies that successful chief advancement officers have in common, according to two fundraising experts who will share their research findings in an upcoming CASE Online Speaker Series.

Getting Shy Employees to Speak Up
Advancement Weekly Article Good managers know how to draw out introverted employees and make them confident enough to contribute in meetings and group discussions, leadership gurus write.

Teaching New Employees How to Fit In
Advancement Weekly Article Teaching employees what behaviors are valued at their new workplace is an excellent way to align organizational culture and drive success, writes a management expert.

Gift Officer Metrics & Reporting
Sample Collection The Library maintains this collection of documents describing gift officer expectations, metrics and reporting.

Prevent Latecomers from Ruining Meetings
Advancement Weekly Article Attendees showing up late for meetings is a common disruption, but managers can keep their meetings on track by adopting a few tactics.

Avoid Common Body Language Mistakes
Advancement Weekly Article Non-verbal communication can speak volumes in the workplace, especially if the messages being sent appear unflattering says one management expert.

Getting Employees to Take Initiative
Advancement Weekly Article Workers who do their jobs and nothing more do not contribute to organizational growth, says one leadership guru who offers advice on how to motivate these employees.

Giving Employees More Recognition
Advancement Weekly Article More than half of workers aren’t satisfied with how much recognition they receive, according to a recent survey of jobseekers.

Save an Unproductive Meeting
Advancement Weekly Article Managers don’t have to feel powerless in meetings that drag on and on. They can take control of them by readjusting the focus.

Identifying Office Prima Donnas
Advancement Weekly Article One leadership guru writes that all managers should know how to identify employees with “situational dedication”—those who occasionally show “flashes of brilliance” but are generally unreliable.

Discourage Office Interruptions
Advancement Weekly Article Many managers have at least one employee who enjoys popping by their offices to discuss every aspect of his or her work. Sometimes, such visits are important, but many times they are productivity killers for both parties, writes one manager.

Questions to Curb Employee Turnover
Advancement Weekly Article Reducing employee turnover is simple, according to one leadership expert. Just ask employees three questions and act on their answers.

The Art of Persuasion
Advancement Weekly Article Persuading others to believe in your ideas is an essential leadership skill. And yet many managers don’t know how to harness this ability, say some communications experts.

Things to Keep to Yourself at Work
Advancement Weekly Article Sharing too much information at the office can damage reputations, workplace camaraderie and—at worst—careers.

Motivating Employees the Wikipedia Way
Advancement Weekly Article Wikipedia is arguably one of the greatest collections of knowledge and information ever assembled, according to many of its users. But a majority of the work that went into creating and maintaining it has been done by unpaid volunteers. How did this happen, and what can managers learn from it?

Mastering Cross-Cultural Communication
Advancement Weekly Article Educational organizations—much like businesses—are more global and diverse than ever. Managers should therefore cultivate specific skills to be more effective leaders in this new reality, according to one expert on organizational behavior.

Signs of Deteriorating Organizational Culture
Advancement Weekly Article Every now and then, it’s important to gauge the health of your organization’s culture. And managers can do so simply by listening to what they and their colleagues say around the office.

Really Doing More with Less
CURRENTS Article DePaul University made the unpopular decision several years ago to limit major gift officers' portfolios to 70 prospective donors. The new system, which included changes designed to improve accountability, forced the development office to prioritize the prospect pool more effectively. The department has seen increases in both the volume of gifts and amount raised.

Ins and Outs
CURRENTS Article When managed effectively, a change in leadership can enhance rather than hurt an institution's fundraising efforts. A successful leadership transition requires, among other things, constant, honest communication with key donors.

Communication Runs Through It
CURRENTS Article In this article, Tom S. Landrum, the senior vice president for external affairs at The University of Georgia, traces his career path in advancement from his first job in public relations more than 35 years ago to his appointment to the top advancement job in 2008 and discusses how his background in communications has affected his views on how development, alumni relations, and communications work together.

Why Showing Appreciation Matters
Advancement Weekly Article New research on high-performing teams of employees shows that positive feedback outweighs negative feedback by nearly a 6 to 1 ratio. So how can managers use appreciation to boost the performance of their employees?

Tips for the Small-Talk Impaired Professional
Advancement Weekly Article Managers need a bit of small talk in their working lives. It helps build rapport, makes coworkers more comfortable with one another and has the potential to brighten a colleague’s day.

Minorities Still Underrepresented in Advancement Leadership
Article,  BriefCASE Article Professionals of diverse backgrounds still face a “glass ceiling” with respect to securing leadership positions in educational advancement but participants of the recent Minority Advancement Institute say progress is being made.

When to Reveal Your Decision-Making Process
Advancement Weekly Article Sometimes it pays to show the hard work and drama that went into making a management decision while at other times it may be better to simply make a pronouncement. How should you determine which to do?

Ways to Destroy Employee Morale
Advancement Weekly Article Employee morale can have a major impact on productivity and the bottom line. To build morale at the office, managers must treat employees with respect and avoid several "surefire" mistakes.

Social Media Faux Pas to Avoid
Advancement Weekly Article Making sure you tweet, post or blog appropriate content on social networks takes time and consideration. However, the extra effort is well worth it as the wrong post could get you or your organization in trouble.

Take Time to Tune Out
Advancement Weekly Article Responding to demands from workers, German automaker Volkswagen recently decided to stop email service to its BlackBerry-using employees a half-hour after their shift ends—and restore it 30 minutes before their shift starts the next day. A New York Times columnist says more organizations should encourage employees to “switch off” and “curb the twitchy reflex to check email every couple of minutes.”

Worn-Out Words and Phrases to Avoid
Advancement Weekly Article Jobs website Career Builder recently asked 5,000 workers the organizational buzzwords they were sick of hearing at the office. The site’s experts write that managers should nix such jargon from their lexicon and opt instead for simpler, clearer language.

Manager's Special: Most Popular Stories of 2011
Advancement Weekly Article Want to know what’s been keeping your fellow managers up at night? Advancement Weekly celebrates its six-month anniversary by counting down its top five most-read stories.

Why You Should Hire People Who Fail
Advancement Weekly Article Success by failure is not an oxymoron, argues one leadership expert, who writes that managers should live this philosophy by hiring people who cherish failures.

Don't Let Email Ruin Your Holiday Break
Advancement Weekly Article The holiday break is almost here for many managers. Now is the time to establish an email strategy for the upcoming break.

Dealing with the Office 'Debbie Downer'
Advancement Weekly Article Nearly every office has one—a colleague who has a negative comment about everything. It is important to deal quickly with this individual, writes one management expert, because ignoring him or her will only further bring down office morale.

Tracking Employee Happiness
Advancement Weekly Article Managers spend too much time and energy focusing on the engagement level of their employees, says one performance measurement consultant. He believes they should instead concentrate on whether their employees are happy or not.

Optimize Email Correspondences
Advancement Weekly Article Managers looking for quick ways to improve their own productivity as well as that of their employees should look no further than their inbox.

Holiday Gift-Giving Etiquette at the Office
Advancement Weekly Article Buying gifts for office colleagues can be as much of an etiquette minefield as the annual holiday party. There are several dos and don’ts to consider.

Signs Your Best Employee Is Looking Elsewhere
Advancement Weekly Article Now that organizations are being forced to cut back and demand more of their employees, keeping the top talent happy and productive has never been more important. If managers know their star employees are looking for a new job, then they still have a chance to make things better and keep them around.

The Art of Giving Feedback
Advancement Weekly Article Feedback is the primary means by which we learn and grow. But delivering it in a negative way can prevent it from providing the greatest value—encouraging a recipient to truly absorb and act on it.

Setting up New Hires for Success
Advancement Weekly Article The first 90 days are make-or-break when it comes to a new hire. Leadership experts say it is incumbent upon managers to carefully plan and advise new employees during this time to avoid turnover and ensure their success at an organization.

Dealing with Employee Resignations
Advancement Weekly Article One manager who confesses that he used to get angry when employees resigned says other leaders shouldn't feel betrayed or upset when this happens to them.

Charisma is a Teachable Trait
Advancement Weekly Article Charisma is a valuable though sometimes elusive quality in leadership. It’s commonly thought that this trait is something you either have or you don’t. But a new study suggests that the trait is not as intangible as once thought and can be taught.

Odds and Ends: Breaking Through
CURRENTS Article In this interview with Vernice "FlyGirl" Armour, a veteran of the U.S. Marine Corps and the U.S. military's first black female combat pilot, she discusses her experience with creating a culture of teamwork and mutual respect, the challenges of keeping people who work for large organizations engaged, and how higher education can help veterans as well as be helped by their experience.

Managing a Perfectionist
Advancement Weekly Article Perfectionism in an employee is more a flaw than an asset. But managing perfectionists isn’t impossible, say leadership experts who believe patience is key to unlocking their potential.

The Benefits of Collaborative Hiring
Advancement Weekly Article Many managers assume hiring is a top-down process. However, one leadership expert believes managers should embrace collaborative hiring—in which employees are included in the process of selecting their future colleagues—to improve engagement levels, reduce staff turnover and boost an organization’s success.

Why Managers Should Meditate
Advancement Weekly Article What do hip-hop mogul Russell Simmons, auto exec Bill Ford and hedge fund manager Ray Dalio have in common? They all meditate on the job. And some leadership experts suggest that managers of every stripe could benefit from the practice—increasing their focus, control and regulation of emotions.

Motivation Mistakes to Avoid
Advancement Weekly Article The authors of a new book say that managers who rely on bonuses to motivate employees are missing the mark. Instead, they say managers should leverage current research to motive employees more effectively.

All Work and Some Play
Advancement Weekly Article Work isn’t all fun and games, but a growing number of employers are hoping to change this expectation: they’re incorporating elements of videogames into the workplace to engage their employees.

Setting a Sensible Smartphone Policy
Advancement Weekly Article Smartphones have become a standard employee accessory in many professions, but one management expert says managers need to do a better job of explaining to their employees why they have been given one.

Keeping Employees Sharp
Advancement Weekly Article Managers are responsible for leveraging their organizations’ resources efficiently, and employees are arguably their most valuable resource. A leadership expert offers four, outside-the-box ideas that managers can implement to break up the monotony of the workplace and get the most from their staffs.

What to Do When Asked for a Raise
Advancement Weekly Article It can be stressful for a manager when an employee asks for a raise. But responding to the compensation question doesn’t have to be a challenge, writes one management expert.

Lead a Better Brainstorming Meeting
Advancement Weekly Article Forget about telling employees to “think outside the box.” Leadership gurus say there are more effective ways for managers to initiate and guide brainstorming sessions.

The Dangers of Over-Praising
Advancement Weekly Article Saying everyone’s a winner doesn’t make it true, writes one management guru who worries office cheerleading may have just the opposite effect on achieving organizational goals.

How Not to Fire an Employee
Advancement Weekly Article Yahoo caught a lot of flak from management experts last week for purportedly firing its chief executive officer via telephone. After the fact, many weighed in on just how managers should dismiss an employee, if it comes that.

How to Ask Questions Well
Advancement Weekly Article Instead of making assumptions, managers should know how to probe the thought processes of their subordinates, colleagues and bosses to make better decisions at work.

Drafting a Robust Remote Work Policy
Advancement Weekly Article Managers should establish formal policies with clear guidelines for remote workers so that they can focus, above all else, on doing their jobs. Still, one leadership guru says managers shouldn’t sacrifice flexibility in the process.

Discouraging Workplace Gossip
Advancement Weekly Article "Allowing gossip in the workplace is like encouraging your employees to swim with sharks," warns one management guru who suggests several ways for managers to control gossip in their offices.

Physical Exercise Improves Productivity
Advancement Weekly Article A new study finds that employees who exercise during normal working hours are more productive. So how can you get your staff to exercise more?

Tapping Employee Ideas
Advancement Weekly Article Employees often have ideas they may be reluctant to share with their managers. Here are some methods to get your staff members engaged in the creative process.

Maximizing Office Space
Advancement Weekly Article Are you getting the most out of your office space? Here are some tips to clear your desk and your head.

Etiquette for Eating at Your Desk
Advancement Weekly Article More managers and their employees are eating at their desks to stay productive. It could be good for office efficiency, but is it driving your co-workers crazy?

Nice Guys Don’t Have to Finish Last
Advancement Weekly Article A new study finds that "agreeable" workers are paid significantly lower salaries than "less agreeable" ones. And yet many managers say they don’t reward bad behavior. What gives?

Energizing Employees during the Afternoon Slump
Advancement Weekly Article Their morning coffee buzz has worn off, their lunch is beginning to digest and sitting all day is beginning to make them restless. Is there anything managers can do to boost their workers’ productivity during this time of fatigue?

La palabra con B
CURRENTS Article Los bonos en la procuración de fondos son una táctica usada para atraer y retener a los que contribuyen de alguna manera a la institución, aunque de alguna forma son menos controversiales que antes, no todos creen en los bonos. ¿Cómo son los programas de bonos y cuáles son otras formas de motivar?

Acto de equilibrio
CURRENTS Article Este artículo analiza los esfuerzos que colegios, universidad y escuelas independientes han hecho para ayudar a sus empleados a lograr un equilibrio entre su vida y el trabajo, y de cómo los esfuerzos se han expandido de tal forma que han incluido áreas de salud y bienestar dentro de las instituciones. También se analizan las dificultades que siguen existiendo en la implementación de programas, incluyendo el cambio de mentalidad para darse cuenta de que no llevar un equilibrio entre la vida y el trabajo afecta a todos. El artículo incluye los resultados del “2011 CASE Compensation Survey regarding benefits offered at respondents' institutions.”

New Research Uncovers Costs, Consequences of Fundraising Staff Turnover
Advancement Weekly Article Most managers know that high staff turnover can have a negative impact on their development team. However, few likely realize that the loss of one staff person can cost their institution fundraising dollars.

Pay Attention
CURRENTS Article This article shares results from the 2011 CASE Compensation Survey and discusses what has changed, and what hasn't, since the last iteration of the survey in 2008. Factors such as education, experience, gender, discipline, and management responsibility are examined in depth to gauge their impact on salary.

The B-Word
CURRENTS Article Fundraising bonuses are one tactic used to attract and retain those who contribute to the institution's bottom line, but while they are less controversial than they once were, not everyone is a believer. What do different bonus programs look like and what are other ways to motivate top talent?

Advancement's Sticky Issues
CURRENTS Article Both the persistent inequality of pay between women and men and the almost total lack of people of color in the advancement profession represent moments of obligation that demand everyone's attention, particularly those in a hiring position. What steps can we take to effect change?

Balancing Act
CURRENTS Article This article looks at the efforts that colleges, universities, and independent schools have made to help employees improve their work-life balance, how advancement employees see the issue in general as well as within their respective institutions, and how efforts have expanded to include areas such as health and wellness. It also examines what challenges remain in implementing programs, including changing the mindset to realize that work-life balance issues affect everyone. The article includes results from the 2011 CASE Compensation Survey regarding benefits offered at respondents' institutions.

CASE Compensation Survey Shows Continued Gender Gap, Lack of Diversity
Article,  BriefCASE Article The salary gap between men and women in advancement persists, particularly at the highest management levels, according to the results of a compensation survey conducted by the Council for Advancement and Support of Education. The results also show a lack of growth in the diversity of the profession.

Office Space: Backing the Brand
CURRENTS Article This article discusses the Communicator Certificate Program at Rutgers, The State University of New Jersey. Run by the institution's university relations department, the program is a series of professional development workshops designed for full-time employees who are involved in managing and communicating the Rutgers brand. The program is also open to any full-time or part-time staff member who wants to learn more about the university. A recent assessment of the program found that it is achieving its goals, making for more coordinated and effective campus communication.

First Look: CASE Survey Shows Increase in Advancement Paychecks
Article,  BriefCASE Article Fundraisers at educational institutions in North America continue to earn higher salaries than professionals in communications, marketing and alumni relations although the gap is narrowing, according to a preliminary analysis of the most recent CASE compensation survey.

Office Space: Investing in Your Own
CURRENTS Article This article looks at an internal professional development program in the Division of Development and Alumni Relations at Bucknell University. Such a program can not only help retain staff, but also help ensure they have the skills your institution values. In addition, these initiatives empower staff to contribute to one another's professional development, encourage collaboration, and acknowledge the skills and expertise within your office.

Office Space: Everyone On Board
CURRENTS Article Creating a process for new employees to feel connected to the school can be integral to their success.

Advance Work: Rewarding Work
CURRENTS Article Kent State has had success with a bonus program for its fundraisers, in spite of the recession.

Successful Talent Management Program Takes Holistic Approach
Article,  BriefCASE Article To attract and retain development staff, treat them like donors. That's the advice from two talent management experts who discussed new strategies and best practices for the changing job market in today's tough economy during a recent CASE conference on strategic talent management.

Manager's Portfolio: Tapping Into Twentysomethings
CURRENTS Article Bridge the generation gap and give young talent the tools to grow

Happy Together
CURRENTS Article The recession has slowed the intense job hopping of recent years in fundraising. At this moment of pause, CURRENTS talks to four professionals at various stages of their careers to discover what factors contribute to job satisfaction.

Generation Vexed
CURRENTS Article For perhaps the first time in history, three distinct generations are sitting desk-to-desk in the workplace. In this story, advancement professionals discuss the characteristics of Baby Boomers, Generation X, and Millennials and various points of conflict in the multigenerational office.

Office Space: Artists of Advancement
CURRENTS Article When personalities in the office clash, it can affect productivity. Find out how creative employees operate so you can work together to advance your institution.

Odds and Ends: Through the Ages
CURRENTS Article A short discussion of generational differences in the workplace.

Manager's Portfolio: Everyday Leaders
CURRENTS Article The power of difference in organizations

Office Space: The Motivation Equation
CURRENTS Article Many advancement managers face the same dilemma: Employees enjoy the campus environment, but they may tire of the actual work they are doing. If they remain unhappy, they may move on. Using good listening skills, managers should focus on discovering what motivates their staff. Managers need to be flexible and willing to offer employees new career paths within the office to keep them feeling fulfilled and motivated.

Talking Points: Plans for Parity
CURRENTS Article The time is right for a more diverse community college leadership corps.

Outlook: No More Revolving Door
CURRENTS Article Advancement programs struggling to retain staff might consider the "people first" approach suggested by the author of this column.

Management in Training
CURRENTS Article Experts weigh in on how to solve some of the most vexing problems in advancement, including attracting and keeping star performers, motivating people, and training effective leaders.

Office Space: A-Maze-ing Grace
CURRENTS Article Although team-building activities might not be for everyone, they can cement relationships across advancement in new ways.

Untangling Diversity
CURRENTS Article Diversity is a complex issue, and the concept has different meanings, depending on your institution and advancement office. But one thing that everyone can agree on is that diversity is important, and reaching communities of color is imperative.

Advance Work: Facebook or Bust
CURRENTS Article A survey of 18- to 24-year-olds found that lack of access to Facebook or YouTube at work would cause some to quit.

Forget Stereotypes when Recruiting Fundraisers
Article,  BriefCASE Article Recruiters say the rise in private fundraising in the United Kingdom is driving demand for fundraisers to levels that require new recruiting approaches.

Closing Remarks: Mind the (Gender) Gap
CURRENTS Article This column looks at the persistent gender gap in salary and compensation within the advancement field and suggests what might be done to correct it.

What's It Worth
CURRENTS Article The results of the 2008 CASE Advancement Compensation Survey show, once again, that on average alumni relations professionals make less than their advancement counterparts. Leaders in the field discuss why this is so and suggest ways to address it.

Finding a Good Fundraiser
CURRENTS Article Recruiting fundraising talent has become difficult as demand outpaces supply. Hiring people who will stay put for a period will help institutions foster more stable and effective development offices. And while there is no “how to” manual for hiring, knowing why fundraisers burn out, leave after only few years, or just don’t fit tells institutions a lot about how they can approach their next job search.

Talent Sprouts
CURRENTS Article Development offices across the world are in need of more suitable candidates. Students are a convenient resource just waiting to be tapped.

Stepping Out
CURRENTS Article In Australia as elsewhere, changes in funding patterns by government has spurred the rise of institutional advancement. This article explores the fundraising situation at Australian institutions of higher education.

A Growing Field
CURRENTS Article As demand increases for experienced advancement professionals, recruiters in the UK have looked to North America to fill the gap. Some have made a successful transition overseas; others have not.

The Money Mystery
CURRENTS Article Can't make sense of the salary survey? Figure out what the numbers mean and how your salary or your employees are affected.

Beyond Money
CURRENTS Article With increased turnover in advancement, hiring managers can use a comprehensive benefits package to make up for what they may lack in salary offers. These benefits can be equally important in retaining quality employees.

How We Sliced the Pie
CURRENTS Article This introduction to findings from CASE's 2008 Advancement Compensation Survey gives details about how the survey was conducted. Data charts and discussion for each discipline, management levels, gender, geographic areas and more are linked in the navigation on the right side of the page.

Piece of Mind
CURRENTS Article The advancement team at Rollins College in Florida learned that collaboration was key to success. They overcame cross-departmental conflict, learned to work together, and realized what each member of the team contributed.

Branching Out
CURRENTS Article With a shortage in higher education fundraisers looming, institutions need to take action to recruit the right people. But how? Developing a talent management system is the solution.

Taking Root
CURRENTS Article Finding the right development employees for your institution is only half the story: Keeping them can be just as difficult. Many believe that retention is directly related to pay and bonuses, but recent research points to the important role that managers play in keeping retention high.

Campaign Fatigue Syndrome
CURRENTS Article As more campuses conduct capital campaigns more often and for more money, campuses face challenges in keeping not just donors but staff members from getting burned out. This article examines how continuous campaigns contribute to staff fatigue and burnout and explores how staffers often, after a successful campaign, leave for another institution (to run another campaign); how staffers gain momentum when they are always in campaign mode; how can campuses keep staffers happy and motivated.

Work in Progress: Lost in Translation
CURRENTS Article Like ethnic cultures, each gender culture has its own norms, customs, rituals--and ways of communicating. This article examines some common miscommunications that can cause misunderstandings and even havoc in the workplace. The author, an expert in gender communications at work, offers tips for avoiding these disconnects.

A League of Their Own
CURRENTS Article The 2006 Circle of Excellence award winners profiled in this article are hitting it out of the park. This article describes a few of the grand gold and gold medal award winners.

Manager's Portfolio: Managing Nexters
CURRENTS Article The newest entrants to an already multigenerational workplace are the Nexters, also known as the Millennials. These 20-somethings are thought to be technically savvy, positive team players. Not all members of this generation fit that profile. Managers, however, can leverage the attributes of these young workers through mentoring, training, and career development.

Advance Work: Campus Collectors' Items
CURRENTS Article To introduce its staff to the rest of the campus, the public affairs department at Allegheny College created baseball cards for its staff members.

The DNA of a Successful Major Gift Team
CURRENTS Article Teamwork is essential in a major gift office. Camaraderie and congenialty are important. But first you have to build the appropriate infrastructure—the culture, communications, expectations, feedback, technology, and learning. Then success becomes part of your genetic code.

Manager's Portfolio: Panning for Gold
CURRENTS Article Finding the best advancement talent is a little like searching for the gold nuggets among many pebbles. This article by recruitment consultants recommends treating your top candidates like donors—solicit them, cultivate them, even wine and dine them. And don't forget to sell your institution as well as the job.

Manager's Portfolio: The Trust Conversation
CURRENTS Article Trust contributes to more productive, happier workplaces and is created daily through an ongoing dialogue.

Manager's Portfolio: Become a Retention Expert
CURRENTS Article Higher compensation and better benefits are no longer the deciding factors in why people stay in their jobs. The retention firm TalentKeepers conducted thousands of employee exit surveys to find out what really makes people stick. It is their relationship with their manager. Ten retention leadership talents that managers can develop and apply in their day-to-day interactions with staff and other employees create a powerful retention culture to keep good people.

Manager's Portfolio: Leading by Questioning and Listening
CURRENTS Article Strategic questions can uncover need-to-know information for team motivation and performance

Do Unto Others
CURRENTS Article This article describes the DISC method of categorizing personality types according to: dominance, influence, steadiness, or compliance. Once you know yours and someone else’s personality type, the author argues, you can use the platinum rule in dealing with them: Treat others as they would like to be treated, rather than the Golden Rule (treat people as you would like to be treated).

AdvanceWork: You're Hired! Now What?
CURRENTS Article Making new hires feel welcome isn’t difficult; it just requires advance planning. Managers can do a few things before a new employee's first day in the office to make his or her start easier.

Survey Statistics 101
CURRENTS Article This article explains three key statistical principles that form the basis for the survey analysis and the articles that report on some of those results. The three principles are the meaning and use of averages, an explanation of the factors that are related to salary, and the difference between statistical relationships and causal relationships.

Pay Attention
CURRENTS Article CASE’s 2005 Advancement Compensation Survey seeks to answer some fundamental questions: What do advancement practitioners earn? What do they do? What’s happening in the profession? In addition to producing thousands of data points about compensation and responsibilities, the survey also generated a few surprises: Advancement services appears to be on the rise (perhaps as the traditional three-legged stool model is becoming less relevant), institutional longevity is not particularly related to salary, men outearn women, and advancement officers of color remain a tiny fraction of the profession.

Split Second
CURRENTS Article What do communications and marketing professionals do and how much do they make? This article answers these questions by taking an in-depth look at the results of the 2005 Compensation Survey. It examines the areas in which most respondents spend their time, the nature and level of their management responsibility, and how other factors, including years in advancement and sex, relate to salary.

Strength in Numbers
CURRENTS Article CASE's latest compensation survey confirms that those who work predominantly in development tend to earn higher salaries than their colleagues in the other disciplines. Collectively, they also outnumber practitioners of the other disciplines. Among other things, the survey shows that the average annual salary for development managers is $75,000; for nonmanagers, it's $53,600. Years of advancement experience, level of management responsibility, age, education, and sex are the factors that seem to most correlate with development practitioners' salaries.

There's a Place for Us
CURRENTS Article Many advancement officers perform work that does not fit neatly in a single discipline. For these professionals--event planners, prospect researchers, and development communicators among them--collecting compensation data has been a challenge. This year's survey finds such cross-disciplinary workers are numerous, and their salaries vary somewhat depending upon in which discipline they place themselves.

About the Survey
CURRENTS Article This article describes how CASE designed, conducted, and managed the 2005 compensation survey and how CURRENTS reported on some of the survey results.

Working Capital
CURRENTS Article How are advancement practitioners faring? Where do they work and what do they do? Most important, what are they paid? The CASE 2005 Advancement Compensation Survey answers those questions and a host of others. The survey explored 14 factors and their relationship to salary. This article reports on four of those factors that have a strong to moderate statistical relationship to salary--years in advancement, level of management responsibility, age, and advancement discipline—and addresses two others—sex and education—that are less strongly related but important.

Who Are You?
CURRENTS Article This article describes the characteristics of a typical advancement officer, statistically speaking; identifies how traits of typical male and female advancement practitioners differ; and briefly lists some of the elements of the highest-paid and lowest-paid survey respondents.

Sex Ed
CURRENTS Article In the advancement profession, men outearn women by an average of $17,900, according to data that cuts across the survey sample. Researchers further analyzed salary data by sex and the top four factors that most strongly relate to salary using multiple regression to hold constant those factors. They discovered that the salary gap persists.

The More the Merrier
CURRENTS Article For the first time, the CASE Advancement Compensation Survey allowed all respondents to indicate whether they work in or manage more than one discipline. About a quarter of respondents and 30 percent of managers work in more than one. Those who work in or manage two disciplines don't necessarily earn more on average than those in one; however, those who manage three or four disciplines do earn more. Surprisingly, the traditional combination of alumni relations, communications, and development is not the top-earning combination of three disciplines.

Labor Organization
CURRENTS Article This short article describes the salary differences among managers who work at different levels of an institution: those who have some management responsibility but aren't head of a major department, those who are head of a major department but don't report to the CEO, those who head a major department and report to the CEO, and those who are head of an institutionally related foundation for alumni association and report to its board.

CURRENTS Article If salary is a way to measure value, then institution leaders seem to be valuing advancement services more than ever. These professionals' average salaries are nearly even with communications and marketing professionals', second only to development. And average salaries are higher for those new to advancement than those with more experience. Advancement services also seems to have a positive influence on salaries of those who work in more than one discipline.

Down Payment
CURRENTS Article The 2005 CASE compensation survey reveals that alumni relations professionals continue to be paid less than their colleagues in other advancement disciplines. Do alumni professionals earn less in general because they have difficulty proving bottom-line value to their campuses? Or are there other, more tangible explanations?

Manager's Portfolio: Raising the Bar
CURRENTS Article Many managers do the job that should be done by the manager below. This article defines the different roles of managers, directors, and vice presidents and provides a three-step process for diagnosing and correcting this common managerial misstep.

Career Path: Open Mouth, Insert Foot
CURRENTS Article Advancement work is hard enough without having to sidestep the landmines your CEO puts in your path through his or her inappropriate words or actions. As columnist Betty H. Meehan rightly (and wryly) observes, learning how to prevent such situations not only makes advancement professionals more successful, it also keeps them sane. This column suggests strategies for making such success possible.

Closing Remarks: Plan Overboard
CURRENTS Article The author describes executive teams in which some vice presidents not only withhold their support of the campus CEO and institutional planning privately but also have no compunction about doing so publicly. Such vice presidents won’t commit resources and expertise to institutional efforts and insist on revisiting agreed-upon plans about speed, direction, and destination. He asks why campus CEOs tolerate this behavior and suggests eight costs to the institution when it persists. Further, he suggests solutions for dealing with recalcitrant vice presidents.

Talking Points: Fair and Square
CURRENTS Article In August 2004, the U.S. Department of Labor updated the Fair Labor Standards Act, regulations for exempting white-collar employees from overtime pay. These new regulations change the criteria for determining which types of employees are exempt from overtime. The new regulations call into question the previously exempt status of many advancement positions.

Career Path: Up and In
CURRENTS Article Employees routinely think they are worth more than the salaries they earn, but they don’t necessarily deserve the raises to which they think they are entitled. This column explores the strategies one should employ when trying to negotiate a raise and suggests what to do if the answer is no.

Manager's Portfolio: An Inside Job
CURRENTS Article With development associates programs, managers can train entry-level personnel in advancement, offer instruction and insight about the world of work, and gain an edge in the competition for talent with other institutions. Comprehensive programs offer general training, expose associates to every area of advancement, and allow them to focus on one area of concentration. Associates also learn about balancing work and personal life. Programs should end with a comprehensive review of each associate’s performance to determine whether he or she receives permanent placement.

Career Path: Top Down
CURRENTS Article Is it possible for employees to make their bosses happy, advance their own careers, and still look forward to coming to work every day? Warwick--a former university relations officer at Loyola Marymount University, now senior counsel for Phillips & Associates--says it is, if you’re prepared to manage up. This column explains the ins and outs of managing your manager and discusses what to do if managing up isn’t an option.

AdvanceWork: Secrets and Lies
CURRENTS Article Advancement officers must set achievable, measurable goals for their employees. The alternative, according to a recent study published in the "Academy of Management Journal," is employees potentially behaving unethically in order to reach their targets.

AdvanceWork: Class Acts
CURRENTS Article Alumni employees should be rewarded for their loyalty to alma mater. This article highlights several recognition efforts that advancement officers have implemented to celebrate and thank their alumni employees. Campuses profiled include Norfolk State University, Thomas Edison State College, Kennesaw State University, Simpson College, and the University of North Carolina at Greensboro.

Manager's Portfolio: Foul-Weather Friends
CURRENTS Article How should campus leaders respond during layoffs, emergencies, ethical challenges, and other types of crises? Surprisingly, the skills and dispositions managers need to lead effectively during these times are similar to those that work well during good times. No matter the circumstance, managers must demonstrate caring, credibility, competency, fairness, and optimism. Successful leaders also nurture hope by reminding employees and constituents of past successes and future opportunities.

Manager's Portfolio: Hot-Button Issues
CURRENTS Article During a contentious election season, how can advancement managers maintain healthy relationships and encourage shared goals on campus? To avoid the potentially negative effects of political discussions in the workplace, managers and their staffs should understand the nature of colleges and universities, know their role as advancement professionals, avoid political arguments with co-workers and donors, and strive for civility. Because advancement professionals must form partnerships and foster support for department or campus goals, they must find ways to listen and understand others’ viewpoints.

Manager's Portfolio: Second to None
CURRENTS Article With so many pressures and demands on their time, chief development officers need No. 2 development officers who can shoulder important responsibilities, provide complementary skills, and work in partnership to achieve campus goals. Campus CDOs and search committees often have unrealistic expectations when looking to fill this vital position, however. To find the right person, CDOs should develop clear goals and tasks for the job, design a deliberate transition plan to help the new hire build respect and relationships quickly, analyze their own skills and strengths so they can identify complementary attributes in prospective candidates, and work with the new person to develop mutual understanding of each other’s talents and responsibilities.

AdvanceWork: We Didn't Start the Fire
CURRENTS Article A survey from Accountemps reveals that 71 percent of executives respond to unexpected crises at work at least a few times each week. Thirty-five percent say they address such issues every day. Instead of spending their days “putting out fires,” Accountemps suggests that managers should allow employees to handle some problems on their own, cushion project schedules for unexpected setbacks, and assess their department’s goals and proactively make changes.

Career Path: Time Is on Your Side
CURRENTS Article Can flexible scheduling work in an advancement office? The author, now a senior development officer for Denison University, has arranged for modified work schedules--full-time, part-time, and telecommuting--at two different institutions. She explains how she made the case each time and reflects on her experiences.

Manager's Portfolio: A Rare Find
CURRENTS Article Because of a greater demand for staff, managers often must hire mid-level advancement officers from outside academe and decide which skills and experiences best translate to advancement. For example, although many people assume that salespeople make good fund raisers, managers instead say they find the listening skills of clergy, teachers, and therapists more useful.

Manager's Portfolio: Try a Little Tenderness
CURRENTS Article Can a corporate management style work in a campus advancement office? Although a tough, no-nonsense approach might work in the for-profit world, today’s advancement managers might need to try something different, particularly when working with underperforming staff members. Instead of focusing solely on results and pointing out blunders and mistakes, look for ways to manage each employee as an individual, build on staff members’ strengths, and develop a more flexible style--while maintaining high expectations.

Manager's Portfolio: Willing Workers
CURRENTS Article With economists predicting a shortage of qualified workers in the next decade, advancement managers should not overlook the pool of workers with disabilities. The author corrects common myths about employing workers with disabilities and offers tips on recruiting such workers, making the office environment more accessible, and avoiding common faux pas.

Tension and Synergy
CURRENTS Article Advancement managers must set the tone to prevent stereotypes about and gripes among the advancement disciplines from interfering with the work. Regardless of advancement office size and structure, policies throughout advancement that encourage communication, professional growth, and inclusiveness will enhance the working relationship among the disciplines.

Manager's Portfolio: Location, Location, Location
CURRENTS Article At many institutions, limited office and parking space forces advancement units to move outside of campus borders. Off-campus facilities offer several advantages over campus quarters, but advancement staffers must work harder to keep in touch with faculty, staff, and students when off site.

Manager's Portfolio: Accentuate the Positive
CURRENTS Article University of Michigan Business School researchers introduce a new field of study, positive organizational scholarship, and share strategies for creating a positive work environment that leads to a more profitable, productive, and innovative organization.

Leaving Their Mark
CURRENTS Article The gender balance in the advancement profession has flopped from 61 percent men in 1982 to 65 percent women in 2002, according to CASE membership surveys. CURRENTS interviews six current and former advancement officers to explore what difference this demographic shift has made in the profession. Part of the issue focus on five forces shaping advancement.

Manager's Portfolio: My Own Worst Nightmare
CURRENTS Article A college foundation executive concludes that mentoring is a boss's most important responsibility after reflecting on her early work experiences and realizing she resembles a former supervisor who didn't give credence to staff members' ideas or value their enthusiasm.

Manager's Portfolio: You Can't Hurry Loyalty
CURRENTS Article Advancement managers are finding that high salaries are not enough to diminish staff turnover, especially among major gift officers. This Manager’s Portfolio column tells how Weber State University grows its own fund raisers, Widener University uses a strategy called the “power interview” to hire better, and Emory University employed a consultant and focus groups to improve job satisfaction. This column is of interest to managers of development, advancement services, alumni, and communications programs and chief advancement officers

Manager's Portfolio: Riding the RMS Advancement
CURRENTS Article Preferential treatment for development officers—as evidenced by their salaries and perks—undermines the spirit of teamwork within advancement. It puts fund-raising salaries out of balance with those of alumni and communications officers and leads to staff turnover, lack of institutional loyalty, and misguided beliefs about the profession.

AdvanceWork: An Advancement Legacy
CURRENTS Article Iowa State University Foundation honored a retiring fund raiser with a fund to support a six-month fellowship for young professionals wanting to pursue a career in advancement. The story offers details of the Bob and Jean Watson Endowed Advancement Education program. This Advancework item is of interest to development officers.

Manager's Portfolio: Achieving Fabled Service
CURRENTS Article Like Nordstrom and other companies famous for customer service, alumni associations should infuse quality constituent service into everything they do. This column features examples from the University of Michigan Alumni Association, which has created a customer relations staff.

Manager's Portfolio: You Never Get a Second Chance
CURRENTS Article Though often underappreciated, a top-notch receptionist can be a valuable “director of first impressions.” This column explains why receptionists deserve respect and offers numerous recruitment and retention strategies. It is of interest to advancement staff managers who hire and supervise.

Manager's Portfolio: Managing Millennials
CURRENTS Article To motivate the student workers often called Millennials (born between 1978 and 1997), advancement managers need to understand their independent, individualistic ways. In particular, managers should consider the best ways to make assignments, give them perks, and help them understand workplace expectations.

Closing Remarks: A Stretch Goal
CURRENTS Article The level of diversity within advancement has changed little within the past decades. Because a diverse staff can bring new perspectives and increase outreach and effectiveness, those who hire and supervise staff should make a personal commitment to change. They will need to reach out to a wider array of candidates, and invest extra effort in training and career development.

Manager's Portfolio: Curing Problem Performers
CURRENTS Article When top-performing employees also have seriously flawed interpersonal skills, managers find themselves in a dilemma. The authors discusses ways to attempt reform of three problem employee types, the "bulldozer," the "pessimist," and the "rebel."

Manager's Portfolio : Just a Little Respect
CURRENTS Article Approaches to etiquette vary dramatically from one generation to the next, and tensions or faux pas are most likely to occur in the realms of telephone communications, forms of address, and clothing. Managers can help prevent clashes by understanding each generation's style, managing with flexibility, and promoting respect and consideration.

Let's Talk About Sex
CURRENTS Article Although women in advancement outnumber men, women's salaries continue to lag behind men's even when experience and other factors are equal. The discrepancy is greatest among the most experienced professionals, but it persists at all levels of supervisory responsibility and in all disciplines.

Fringes, Freebies, and Perks
CURRENTS Article Certain benefits are nearly universal in advancement, according to CASE's 2002 Salary Survey. At least 94 percent of respondents report having medical insurance, vacation leave, retirement plans, and sick leave. A majority also have dental and long-term disability insurance and tuition benefits for themselves, their partners, or their children. Other benefits, including cars, club memberships, and housing allowances, were more rare.

The Bottom Line on Bonuses
CURRENTS Article Bonuses for advancement officers are still the exception, not the rule, according to the 2002 CASE Salary Survey. Only about 9 percent of respondents report they are eligible for bonuses, most likely for merit or performance. Bonuses were more prevalent in advancement management, at specialized and doctoral institutions, and for respondents with 15 or more years' experience in advancement.

You've Got a Long Way to Go, Baby
CURRENTS Article Alumni relations remains the lowest paid advancement discipline. In the five salary surveys CASE has conducted since 1982, alumni relations has lagged behind development and most communications specialties in pay. This article is part of a multi-feature report on CASE's 2002 salary survey.

Second to None
CURRENTS Article CASE’s 2002 salary survey showed that communications and marketing is the second largest discipline in advancement. It also showed that it’s the second most experienced of the disciplines, and that practitioners average longer tenures. However, they are less likely to earn top salaries—only 13 percent earn more than $80,000.

Take the Money and Run?
CURRENTS Article CASE’s 2002 salary survey found that, while development still dominates the advancement profession, and that development professionals are second only to advancement managers in average salary, those statistics don’t translate into greater loyalty or more experience. Development officers rank last in average number of years in their current position and at their current institution.

Advancement's Paycheck
CURRENTS Article This article gives results from CASE's 2002 comprehensive salary survey. It features charts as well as sidebars on survey design and methodology, CASE membership demographics, gender differences in compensation, the underrepresentation of minorities in advancement, benefits and perks, and bonuses.

Drilling Down Into Advancement Services
CURRENTS Article The results of CASE’s 2002 salary survey show that advancement services has changed from a back-office operation to a primary player on many campuses. The field is still small: Only 7 percent of survey respondents say they work in advancement services. Further, salaries lag behind the rest of advancement, despite the essential nature of their work.

You're the Top
CURRENTS Article The results of CASE's 2002 comprehensive salary survey show that, although those who manage more than one discipline of advancement make up only 14 percent of the profession, they are much more likely to earn six-figure annual salaries than professionals in an other segment of advancement. Thirty-six percent of advancement managers earn more than $100,000.

A Dearth of Diversity
CURRENTS Article The CASE 2002 comprehensive salary survey shows that only 5.8 percent of full-time advancement officers identify themselves as racial or ethnic minorities—little change since 1996, when the figure was 5.6 percent. However, the data show increasing pay equity between minorities and whites, as well as equivalent representation at each supervisory level.

Talking Points: Avoiding Trouble
CURRENTS Article Intermediate sanctions regulations give the IRS new ways to penalize those who take advantage of their relationship to nonprofits. The intermediate sanctions described in Section 4958 of the IRS code target excess benefit transactions such as excessive compensation packages. As nonprofit managers negotiate staff compensation and financial transactions with trustees and other disqualified persons, they should following the stated guidelines for data collection, decision-making, and documentation to ensure compliance with the new regulations.

Manager's Portfolio: Play Nice
CURRENTS Article Generational differences in the workplace create the potential for workplace conflict and confusion. Understanding the nuances of each generation's preferences can make giving and receiving feedback more pleasant and effective.

Manager's Portfolio: Knockout Punch
CURRENTS Article Don't give your institution a black eye by making a bad impression on job candidates. In advancement, you have a primary mission of enriching relationships with constituents. Here's how you can use that knowledge to prevent poor job-candidate relations and serve your mission.

Top Brass
CURRENTS Article In the advancement profession, women outnumber men two to one according to data from several recent CASE surveys. But does that ratio carry through to the top advancement positions on campus? What seems like a yes-or-no question actually requires a broader look at the professional and personal challenges women face as they forge ahead in their advancement careers.

AdvanceWork: Team Building
CURRENTS Article More than fun and games

Manager's Portfolio: Psych 101 for the Publications Manager
CURRENTS Article This Manager’s Portfolio column provides a brief overview of what such wise students of human behavior as Machiavelli and Freud can tell publications managers about peaceful coexistence with bosses, writers, designers, and IT professionals. Humorous—but serious—advice for anyone in a management position.

Tech Support: A Bountiful Harvest of Techies
CURRENTS Article Now is definitely the time for development offices to put extra emphasis on technology, and campuses are the perfect landing pad for tech professionals burned out from the long hours and instability of dot-coms. Many administrators say they are boosting the number of technology workers on staff—particularly in advancement officers—to upgrade computer systems and strengthen electronic communications with alumni and potential donors. Learn how to lure the best tech professionals to your campus.

Manager's Portfolio: Ready, Aim, Hire
CURRENTS Article This Manager’s Portfolio column, authored by a Baby Boomer and a Gen Xer, advises advancement professions to use targeted approaches to recruit the best and the brightest employees. The authors say that by offering an incentive for each generation, campuses can draw broader and better prospect pools. For example, Traditionalists and Baby Boomers find messages about the institution’s size and history very attractive. But Generation Xers and Millenials are more interested in hearing about innovation and flexibility and the institution.

Student Stand-Ins
CURRENTS Article Old Dominion University's alumni office divided a vacant staff position into four paid student positions — two graduate research assists and two undergraduate interns. The students' enthusiasm and productivity made up for the time spent training, and their presence added a valuable perspective to alumni operations. The program also boosted the office's visibility on campus and promoted advancement to students as a career choice.

Campaign Strategies: Find the Right Fit
CURRENTS Article Faced with a staff shortage as they approached a campaign launch, managers at Gettysburg College tried an unconventional hiring approach: Instead of seeking experienced fund raisers, they advertised locally for people in related fields who strongly believed in the value of a liberal arts education and who were seeking a career change or more meaningful work. The new fund raisers proved adept and enthusiastic despite their lack of fund-raising experience.

Manager's Portfolio: Coping with Problem Employees
CURRENTS Article The authors describe four common ways managers mis-handle difficult employees: (1) They avoid confronting the problem. (2) They overreact, becoming overly harsh or emotional. (3) They complain to other people instead of tackling the problem directly. (4) They lecture the employee rather than listening and responding to feedback.

Manager's Portfolio: This Won't Hurt a Bit
CURRENTS Article Performance reviews provide opportunities to improve communication, set goals, provide motivation, discover talents, and uncover problems. Managers can minimize the stress of reviews by recognizing and counteracting the main sources of anxiety: concern about confrontation, lack of appropriate format, improper timing, inadequate preparation, and cursory reviews. Employees can help by insisting on knowing the grounds for evaluation and asking for an appropriate setting.

AdvanceWork: Advancement Salaries Continue to Advance
CURRENTS Article A report by the College and University Professional Association for Human Resources found that salaries for high-level advancement officers grew 4.4 percent in 2000. By contrast, salaries for mid-level officers grew only 2.2 percent. This summary provides additional salary data from this survey, as well as findings from a salary survey by the Association of Professional Researchers for Advancement.

Manager's Portfolio: The Art of the Staff Retreat
CURRENTS Article If you want to make sure your staff retreat will be productive, it’s important to determine what you want to accomplish and set the agenda accordingly. This article offers ideas on choosing facilitators, setting the schedule, preparing participants, selecting a location, and managing costs.

Who's Afraid of Incentives
CURRENTS Article The use of incentives for fund raisers remains controversial, but some managers find incentives useful in attracting and keeping staff. Examples include higher starting salaries, signing bonuses, longevity bonuses, and noncash incentives such as sabbaticals or tuition reimbursement. More concern arises over performance pay that rewards employees for meeting goals. Commissions based directly on gift income are generally considered unethical. Whether incentives actually work remains uncertain.

Manager's Portfolio: Give 'Em What They're Worth
CURRENTS Article Development offices compete with the corporate world for experienced advancement professionals. To avoid losing talented staff when higher salaries are not an option, managers can offer nonfinancial incentives, such as flexible schedules, help with continuing education, sabbaticals, and perks (for instance, extra vacation time or club memberships). Managers can also ask staffers what types of incentives would keep them happy and fulfilled.

Manager's Portfolio: Managing Stress
CURRENTS Article Job stress can damage health and performance, leading to absenteeism and burnout. Managers must minimize their own stress and also strive to keep stress levels low for staff members. Managers can reduce office stress with such steps as improving communications, regularly reviewing workload and deadlines, allowing for variable work schedules, minimizing personality conflicts, supporting healthy habits, and encouraging use of vacation time.

Manager's Portfolio: You Are Not Your Job
CURRENTS Article Most managers squeeze people into an existing organizational chart rather than finding the structure that will best accommodate employee skills. By comparing staff members’ abilities with office needs, managers can better assemble the right mix of people and bring out employees’ untapped talents. The article lists five broad skill areas important to an efficient advancement team and describes how different advancement disciplines use these skills.

Manager's Portfolio: Diversity Now!
CURRENTS Article While advancement managers often pay lip service to the value of diversity, most have failed to achieve diverse advancement offices. They must recruit more widely and expand opportunities for minority candidates and new hires, so that the makeup of advancement staffs can begin to reflect the increasing diversity of their institutions’ alumni and donors.

Closing Remarks: But Can They Write a Press Release?
CURRENTS Article The author describes some of the more unusual resumes and cover letters she has received from students seeking internships at her public relations firm.

Manager's Portfolio: Mastering the Human Dimension
CURRENTS Article Communicating with different employee types during organizational change

Manager's Portfolio: Factory, Family, Jungle, or Temple?
CURRENTS Article You'll be a better manager if you understand your workplace culture

How Crucial Are Family Ties?
CURRENTS Article Three chief alumni relations officers -- from Colorado College, Ohio State University, and University of California, Los Angeles -- discuss whether it is vital to hire alumni to work in the alumni office.

Manager's Portfolio: Break Down the Barricades
CURRENTS Article Schmidt describes how he and his media and publication staff at Trinity Western University overcame long-standing campus tensions and distrust on the part of faculty and other staff members. His team: 1) set standards to improve the publications shop's performance on meeting deadlines and budgets; 2) focused on proving to reluctant professors and managers that the communications team had their best interests at heart; and 3) ensured they could justify decisions with proven principles.

Manager's Portfolio: Creating a Leader Culture
CURRENTS Article Beck describes a nonprofit management model suited to volunteer-powered groups such as alumni associations and foundation boards. She explains how organizations can create a collaborative culture based on four factors: participation, communication, direction, and recognition. Organizations can use the model in exercises to analyze the role of leadership and examine institutional culture.

Manager's Portfolio: Moving In from the Outside
CURRENTS Article A need for employees with marketing knowledge and market-based attitudes has encouraged many institutions to hire professionals with experience in the corporate sector. These recruits face several challenges, including 1) adjusting to the lateral decision-making and consensus building methods common in academe; 2) getting buy-in for a marketing approach, particularly from faculty; 3) securing a budget; and 4) longer hours for less pay.

Small Office: Creative Hiring
CURRENTS Article Finding all-around staffers outside the advancement box

Manager's Portfolio: Short-Handed or Long on Luck?
CURRENTS Article Extended employee absences can be an opportunity for—not a burden on—your office operations

Expand Your Hiring Horizons
CURRENTS Article Having trouble filling development vacancies? Changing how you search may be the answer

Pay for Performance
CURRENTS Article Incentive plans are an ethical and effective way to reward staff fund-raising excellence

Cultivate Your "Keepers"
CURRENTS Article The care and feeding of top alumni staffers

Herding Cats
CURRENTS Article Nine incentives to keep your publications team purring

Manager's Portfolio: Weathering the Storm
CURRENTS Article Riding out the rough stages of team development will eventually lead to smooth sailing

Small Office: Serving as the Chief Encouragement Officer
CURRENTS Article Directors of small advancement offices can use motivational strategies to protect their staff from burnout. Here are five suggestions for becoming a skilled motivator: 1) Establish clear goals and objectives. 2) Lead by example. 3) Celebrate successes. 4) Empower the staff. 5) Be a cheerleader.

Manager's Portfolio: Out of Line Means Out of Time
CURRENTS Article Many managers are reluctant to confront a poor performer, but the problem becomes harder to solve the longer it goes unaddressed. A management consultant recommends this action program for getting difficult employees to shape up: 1) Confront the problem. 2) Establish open lines of communication. 3) Empower the employee to propose solutions. 4) Reinforce the message in a second meeting. 5) Craft an improvement plan. 6) Talk to human resources. 7) Resolve through probation and/or termination.

Manager's Portfolio: Please Don't Go
CURRENTS Article To reduce the loss of valuable workers, institutional managers should look to the corporate world for techniques to increase retention. This article presents nine steps to take when an important employee resigns, developed by T.J. Rodgers, CEO of Cypress Semiconductor Corp.: 1) React to a resignation immediately. 2) Keep the resignation secret. 3) Tell your supervisor and other involved senior managers right away. 4) Listen carefully to the employee's reasons for resigning. 5) Construct your arguments. 6) Present your alternative plan to the employee, and demonstrate your eagerness to work with him or her. 7) Solve the employee's root problems with the job, if possible. 8) If the employee decides to stay, have him or her tell the competitor immediately. 9) Prevent the next problem.

Motivate Workers by Getting in Their Heads
Advancement Weekly Article Recent neuroscience research reveals that managers can motivate their employees by appealing to the inner drives hard-wired into their brains.


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