by Barbara Barron | Posted August 28th, 2024 | Subscribe to this newsletter
Most of us in advancement will move around quite a bit during our careers.
Before becoming a consultant eight (!) years ago, I had four experiences of stepping into the role of Director following someone else. But in each of those situations, the person ahead of me was no longer connected with the school. Even tangentially. It was “trial by fire” except when I had the invaluable support of members of the team. Those were usually blessings. Not always but usually.
Lately, with so many development pros switching jobs, I have been thinking about the value of those who follow us. Our successors.
How can we set things up so they can be successful? Are there ways we can continue to be of service to them even as we move onto other challenges? Is that even a thing? What about the value to us, to see and hear about what happened to programs or ideas or donor experiences after we leave?
I decided to talk with two of my own successors to hear a bit more.
Lyla Max is Director of Advancement at The Nueva School in San Mateo CA. She succeeded me at Drew School in San Francisco in 2017, after successful runs at other schools. https://www.nuevaschool.org/
Mandy Wynn is now the Owner of Brooklyn Larder in Brooklyn NYC. I hired her as Director of Annual Giving at Rodeph Sholom School in NYC, and we worked together there for two years before I left for CA in 2011, and she was promoted to Director. https://www.bklynlarder.com/
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What are your memories about how it was to step into the role someone had just left?
Lyla: Stepping into an office that is in good shape, where records are immaculate, and notes are clear is the ideal situation. I had that coming into Drew. What is in the donor records; what is documented about processes and history is so important. But sometimes it’s the oral histories that really make a difference. The cultural piece. The stuff that’s impossible to document.
Mandy: Notes in the records are especially useful around tricky situations: the unusual gift or the complicated family. And information about procedures. So much of that stuff we carry in our heads. Getting it out not only helps our successors but is also healthy to unload!
So, the bread crumb trails are one piece. They can be a virtual fast lane for someone coming into the role. The ropes to know and the ones to skip, to borrow a cool title of an old career book.
What else is or was helpful?
Lyla: As I recall, we had the chance to get together and talk a few times before you left, and I started. That was hugely helpful. It’s important to convey all the great things about the school, but also – through the lens of that advancement shorthand we all use – where the pitfalls might be, what to be aware of that might get in the way of success and progress. Of course, someone who ruffled your feathers might not ruffle mine. And visa-versa. But knowing who to look out for, whether that be a volunteer, parent, or colleague is useful. It’s a balancing act, right? You want to be transparent about the situation the new person is joining but also maintain confidentiality and not scare off the newbie!
Mandy: What’s hard is when the transition isn’t seamless. Or when the person before you leaves suddenly, or on painful terms. That makes it harder to create or maintain any continuity. In most situations, the quality of the relationship is key. Most people are happy to help when you ask. But if there’s no relationship, that tends to blunt the opportunity. And let’s remember that within the culture of the school, the level of collegiality among colleagues is another factor in a successful start.
What about staying in touch after you leave? Is that a good idea?
Lyla: For me, knowing I can reach out is great. I’ve been fortunate to have access. But often it’s not right away that you might need advice. It might be six or twelve months in that I want to run something by my predecessor. Especially if I’m not getting traction with a donor or an old story resurfaces, and I don’t have context.
Mandy: For me, I tend to ask for information and that conversation leads to the opportunity to get advice. I think we all get busy with our new things and forget to reach out. I’ve never been anything other than flattered to be called upon. And grateful to be able to call a predecessor. We may need to build it into our practice, to schedule contacting our mentors or others who have been important to our careers on a regular basis. Even once a year. I know I love that!
Wise words, women.
My own experience was mostly joyful – watching someone else succeed in a place I’d given so much to. Building on what I started. I fondly remember when a former Head called me to share that a significant endowment gift had come in, from a person he and I had cultivated for many years. That felt so great. Someone I really liked and admired.
Mandy, Lyla, and I agree that simply because we moved on, for any of a hundred reasons, we still care deeply about the schools we served. We cherish relationships with parents or students or colleagues. We admire the teaching and respect the missions. That stays with us.
Sometimes I ache for the frustration and continuing dysfunction I experienced but had been unsuccessful in plowing out of the way during my tenure. And of course, there are the occasional moments of shared commiseration. Or big laughs about the kookiness of people we both worked with. But, on balance, I love that this is a relationship of shared experience but no competition. Just appreciation and respect.
To those of you who picked it up as I moved on, thank you! I think of you all with fondness.
How about you, dear reader? Whether you are an advancement professional, a Board member, or a Head of School: how are you leaving things for those who follow you? It is worth planning well so those good people can ride the wave.
Thanks for everything you’re doing.
Barbara Barron
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BARBARA BARRON is one of the most respected and highly sought-after independent advancement professionals in the country, having worked with dozens of schools in every corner of the United States.
She has raised over $20 million for schools where she served as the Director of Development. Barbara is a New York Times bestselling author, speaker, and presenter who currently advises dozens of schools in various capacities. She is considered a thought leader in the world of advancement, with her writing widely shared by professionals in development offices worldwide.
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