Searching for a leadership-level fundraising position can be a competitive and frustrating process. Authenticity and honesty during the interview process is assumed – until you learn the hard way.
Years ago, I interviewed for a senior level VP position at an organization for which I would be the third development leader in three years (first red flag).
I was also told during the interview process that one of the staff members would be leaving, another was a consultant, and one position was vacant (second red flag).
I was informed no changes would be made so that I could build my own team. Every leadership volunteer I met with told me the CEO is terrific and charismatic, but that I would need to “corral” him so we could be a successful fundraising team (yup – third red flag).
The recruiter for the organization was phenomenal and helped me through this process. I had a lot of time to interview with the staff leadership (an awesome team) and board volunteers who are dedicated and highly regarded.
The mission aligned with my values. I felt that even with the red flags and other challenges I uncovered the CEO and I would be able to work together as a fundraising team.
I lasted just a year in this role. The CEO hired the consultant to a newly created fundraising position after he offered me the VP position and he verbally offered the vacant position to another person.
So, what did I miss during the interview process that would have saved me from a year of misery requiring me to start over anyway?
- The CEO and I were never on the same page. I ignored the clues that our values were not aligned.
- I was trying to get them to like me and I did not examine closely enough whether this organization would be good for me, my career, and my long-term goals.
- I thought the strength of the leadership team, my future colleagues, would enable me to weather any storm with the CEO. I was wrong.
Knowing what I know now, what would I do differently if I could go back and replay this experience?
- I would define very clearly what values are the most important to me with regard to the culture of the organization.
- I would also ask the hiring manager, CEO, prospective colleagues, and volunteers questions to help me truly understand what it will be like to work there.
- How do they celebrate success? What do they do?
- What do they do with failure? What happens when goals are missed? Talk about a time that fundraising goals were not achieved. How long did the development team stay with the organization after the goals were missed? They may not answer the question completely, but the pauses and body language will speak loudly.
- In talking about how this could look in a post-COVID world, I would ask to share a meal out of the office with the CEO and leadership team together. You can learn a lot about people when sharing a meal. How are their manners? How do they do with casual conversation? What is the power dynamic of the group?
- What is the culture for office protocol? Are there rules for everything? Or do they allow freedom to let individuals do things their own way? If they allow freedoms, do some have more freedoms than others and what does that look like?
- I would watch how the leadership interacts with subordinate staff and especially those who are several levels below.
- I would watch for conversational microaggressions – comments said in jest but meant to sting.
The important thing to keep in mind is that the elusive “fit” and “trust” are the most important aspects of how successful you will be in your role.
You need to trust that the leaders and your future colleagues will provide the necessary resources and support for you to execute the work according to the organization’s plan. The organization needs to trust that you are the type of person who will work well on the established team to ensure their plan will be successful.
Interviewing for a position is a two-way street.