Can you describe a time when you restored morale to your team?
Evaluates motivational abilities and people skills.
There are three steps to making a great development hire. The first two we’ve covered previously.
If your candidate does not give anything to another cause, it’s a red flag. A fundraiser should be a donor. Listen in the story for why s/he gives, what kinds of issues are important for her/him in terms of stewardship, how knowledgeable the candidate was about the organization. Is your candidate a smart and passionate philanthropist in her/his own right?
“I love fundraising. I love connecting people to causes because I know it makes them feel really good to give to a cause they care about. I’m constantly surrounded by the most interesting people who are really engaged in making the world a better place. These folks inspire me. And I love how clearly I can see the importance of my work. After all, money = programs.”
“I like to work with board members to develop their own fundraising plan, however small it may be. We build it together but the board member owns it. I ask about what the board member needs from me to hit her goals. I work to deliver those things. This kind of process can really help.”
“Yes, yes, yes! But one of the biggest challenges I see is that there is no clarity about its role and so the void is filled by nagging the staff for reports. The board development committee should be the lead champion for the board to reach its collective fundraising goal each year. It should play the role of peer accountability so that the staff isn’t put in the uncomfortable position of nagging.”
When would you need to stop asking a prospective donor for money?
Reveals willingness to carry out difficult decisions.
I am highly organized and detail-oriented when it comes to leading a team of fundraisers. I ensure that all tasks are completed on time and within budget. I also strive to maintain a positive work environment by recognizing individual achievements and celebrating successes as a team. Finally, I make sure to stay up-to-date with industry trends and best practices so that our efforts remain current and effective.”
Example: “My leadership style is collaborative and results-driven. I believe in creating an environment where team members are empowered to take ownership of their work, while also providing guidance and support when needed. I strive to create a culture of trust and respect among my team so that everyone feels comfortable sharing ideas and taking risks. My goal is always to ensure the success of the project or initiative by setting clear expectations and holding everyone accountable for meeting them. At the same time, I recognize the importance of recognizing individual contributions and celebrating successes along the way.”
I also make sure to stay in touch with my donors throughout the year, not just when I need something from them. Keeping up regular contact ensures that they feel valued and appreciated, which can help foster loyalty and encourage further donations. Finally, I always strive to be transparent about how their donations are being used so that they have confidence in the organization and its mission.”
Example: “Absolutely. In my current role as Director of Fundraising, I have successfully leveraged technology to enhance our fundraising efforts in a number of ways. One example is the implementation of a donor management system that allows us to track donations and manage relationships with donors more efficiently. This system has enabled us to better understand our donor base, identify potential new donors, and target our outreach accordingly.
Example: “I recently had a situation where I was working with a difficult donor. This individual had very specific expectations and wanted to be involved in every step of the fundraising process. At first, my leadership style was not meeting their needs as they felt that I wasn’t listening to their ideas or taking them seriously.