major donors track sponsored by and how to improve your own performance! speakers: attributes of...
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Major Donors Track sponsored by
And how to improve your own performance!
Speakers:
Attributes of High Achieving
Fundraisers
Dr Daniel McDiarmid FFIA CFRE
Global Philanthropic
Martyn Rogers FInstSMM FAIM MAHRI
The Rogers Group
Attributes of High Achieving Fundraisers
• What we set out to achieve• What we measured• What we found• What you can do to improve your performance
What we set out to achieve
• To determine if there was a set of specific human attributes common to high achieving Fundraisers that:-– Is displayed consistently over time– Predicts high performance through its presence– Can be measured empirically– Can be emulated, learned or developed by others.
Three levels of appraisal
• Level 1 – Appears to• Level 2 – Can Do• Level 3 – Will Do
Three levels of appraisal
ON PERFORMANCE IN THE JOB
Level 1Appears To
Level 2 Level 3
• Appearance, poise & dress
• Manners & expressiveness
• Interests & goals
MINIMAL IMPACT
Three levels of appraisal
ON PERFORMANCE IN THE JOB
Level 1Appears To
Level 2Can Do
Level 3
• Appearance, poise & dress
• Manners & expressiveness
• Interests & goals
MINIMAL IMPACT
• Knowledge & Skills
• Training &Education
• Experience
GREATERIMPACT
Three levels of appraisal
ON PERFORMANCE IN THE JOB
Level 1Appears To
Level 2Can Do
Level 3Will Do
• Appearance, Poise & Dress
• Manners & Expressiveness
• Interests & Goals
MINIMAL IMPACT
• Knowledge & Skills
• Training &Education
• Experience
GREATERIMPACT
•Attitudes & beliefs• Internal motivation•Stability & persistence•Maturity• Intelligence•Aptitudes•Temperament
GREATEST IMPACT
What we measured?
• Intelligence• Temperament
The McQuaig Occupational Test®
An indication of an individual’s
mental agilityA measure of the power and speed of general intelligence
Normed at a senior, high intellect level
Temperament
• The way we go about the execution of a task, project, or in fact our whole life, if we are left to our own devices
• It fashions the way we apply our values, attitudes and beliefs, but does not alter them significantly
• Studies show it to be a strong and valid predictor of success in work roles
The McQuaig Word Survey®
an objective measure of an individual’s
temperament
What do the factors measure?
Graph Abbreviation Legend
Above the 42 line
Do = DominantSo = SociableRe = RelaxedCo = Compliant
Below the 42 lineAc = AcceptingAn = AnalyticalDr = DrivingIn = Independent 0
10
20
30
40
50
60
70
80
90Do So Re Co Do So Re Co Situational Real
42
Ac An Dr In Ac An Dr In
What do the factors measure?
Dominant
Competitive Goal striving Risk taker Will to win/take
charge Focus on big
picture issues Seeks challenge
and recognition
Sociable
Outgoing & sympathetic
Emotional Interacts easily
with others More oriented
towards working with people than with methods & ideas
Relaxed
Easy going patient & steady calm, even-paced
Prefers a stable predictable work environment as opposed to constant pressure and deadlines
Compliant
Conscientious Co-operative Detail-oriented &
thorough Likes to work
within a well defined structure
Seeks direction Prefers to do than
to delegate
Accepting
Accommodating Careful &
deliberate Likes to specialise Cautious in
dealing with difficult issues
Avoids friction with others
Analytical
Factual Reserved and
unemotional Work-oriented &
logical Deals with facts Leans more
towards logic than emotions
Not always diplomatic
Driving
Restless Sense of urgency Impatient Prefers a varied
and active work environment rather than routine and status quo
Independent
Persistent Strong-minded Determined Likes freedom of
action Dislikes working
within a restrictive structure
Prefers to be self directed
What we found - mental agility• The median mental agility score for the Top 20%
performers was 84th percentile• The same measure for the remainder was significantly
lower at 65th percentile
• 59% of the Top 20% performers were ranked as ‘well above average’ (40.7%) or ‘above average’ (18.2%)
• 60% of the remainder were measured as ‘average’ or ‘below average’ and only 12.3% were ‘well above average’
What we found - mental agility• Only one high performer scored below the median at
49th percentile (and that was of course, also the lowest score)
• 30% of the remainder scored below the median and the lowest score was 16th percentile
• 6.7% were below 30th percentile and classed as ‘well below average’
What we found - temperament
Do So Re Co Do So Re Co
Ac An Dr In Ac An Dr In
Situational Real
90
80
70
60
50
42
30
20
10
0
40
• CompetitiveGoal OrientedAssertive
• OutgoingPeople FocussedEmpathetic
• EnergeticUrgentDriven
• PersistentTenaciousResilient
What you can do - Mental Agility• As a Fundraiser
– Hone your mental agility– Use mental arithmetic instead of a calculator– Try your hand at Sudoko– Read more industry literature– Learn how to improve your IQ– Join a debating club– Have a go at a crossword or two!
• As an Employer– Take proper measures to ensure you select naturally high intellect individuals– Ensure that the form of intellect has both power and speed.
What you can do - behaviour
• Act more competitively• Learn to be more people focussed• Increase your restless drive• Think tougher
What you can do - behaviour
• Act more competitively– Think Bigger– Set written business goals– Compete with a colleague– Set activity based targets– Have written personal goals– Monitor your own performance.
What you can do - behaviour
• Learn to be more people focussed– Attend networking events– Study Emotional Intelligence– Poll other people for opinions– Practice your presentations– Improve your listening skills– Learn the art of inspiration– Ask for constructive criticism.
What you can do - behaviour
• Increase your restless drive– Set shorter deadlines– Build an expectation of immediacy– Call your prospects to action– Eat well and drink less– Join the Gym!
What you can do - behaviour
• Think tougher– Don’t take things personally– Know that failure is the route to success– Read ‘The Four Agreements’ by Don Miguel Ruiz– Never, never, never, never give up - (Winston Churchill)
– No only means no today– Be more persistent.
Conclusions• High performers
– Are exceptionally mentally agile, that’s power and speed of thinking together– Naturally display a distinct set of ‘success’ behaviours– The attributes are consistent, measurable and predictive
• The remainder of the sample group as a whole– Displayed mental agility above the business norms– Indicated natural behaviours similar to the top performers only less distinct
• For all Fundraisers– Greater success can be achieved by learning the skills of the top performers– Mental agility can be honed by practice and development– The ‘success’ behaviour set can learned and developed
• For all Employers– Mental agility and a particular temperament pattern strongly predict
performance excellence– The attributes required can be reliably measured with proprietary
pre-employment testing tools
Track Sponsor