The President's Six
A half-dozen ways to have the boss's back
On the Enneagram of personality types, a “six” is someone who is naturally loyal and protective. This person is “The Loyalist.” (I happen to be a six.)
In police or military terms, the direction you are facing is “twelve o’clock.” When someone is keeping watch at your “six o’clock” position, protecting your back, they have “got your six.”
You may not be a six on the Enneagram; you might not use military jargon. But a big part of being a major gift fundraiser is “having your president’s six” — doing everything you can to assist and protect your organization’s top leader.
If you work in the development office at a college or university, you have a president. Social service agencies and camps have an executive director. Whatever the title may be — CEO, bishop, principal, governor — the top person needs backing and support from you as a fundraiser.
There are many aspects of safeguarding your organization’s president:
a. Protect their time. In fundraising, you don’t lead with the high card. Don’t take the president on a visit unless you have already established a relationship with the donor, discovered good information, and laid the foundation for a high-level conversation. Just because the president is willing doesn’t mean the time is right.
b. Prepare. When you do take the president on a donor call, double check all the arrangements and make sure things are clear with the donors. Prepare the president by having clearly written expectations, bios, talking points and desired outcomes. Rehearse the conversation together. I mean it. Role play. Do not just take them to see what happens. Be prepared.
c. Share facts. One of the presidents with whom I served instructed me, “When you get back to the office from a donor trip, hang up your blazer, loosen your tie, and come to my office. I want to know what you learned.” Tell the boss what they need to know so they can stay ahead of the curve or avoid harm to the organization. Your job is not to strategize — they know more, including knowledge they can’t share with you. Give them data, go back to your desk, and let them make their decisions.
d. Take one for the team. Is a donor upset with your agency? You hear them out, and apologize for it. Let them air grievances in your direction, so your president won’t catch the flak. Don’t get defensive; discover what information they are offering you. This is your opportunity to be an artist. You may even find yourself drawn to the grouchy ones — at least they care! Your president will be appreciative.
e. Be a friend. You think your job is lonely? Try being the president. I have no doubt that the boss will come to trust you, share with you, let down their guard and be human around you. Protect that stuff. Don’t share it.
f. Protect their reputation. Speak well of them in public. “In public” means everywhere outside your head. Interpret their actions in the kindest light. Make sure people hear about the good things. Resist sharing the rest.
g. Give the president wins. You get to set everything up so “the boss” can score the goal. They can thank the donors; they can ring the bell and take the victory lap; they can share at the board meeting. You quietly get credit for the assist, you count the gift, and enjoy the satisfaction of a job well done. And if your president gets endorphins when you’re around, that is a good thing.
h. And of course, protect their health and well-being. Keep them out of harm’s way. Drive them safely. Provide time in your planning for rest, for exercise, to downshift–to be. That responsibility for that belongs to each person, but you can honor the leader’s personal schedule as you set plans.
The fundraiser has a privileged position helping the president. Have their six.
Okay, so that was eight ways, not six. Do I hear ten? How do you protect your exec? Leave a comment here:
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The editor of “To Be a Fundraiser” is Kelly Wendell, Coordinator of Communications at South Dakota State University.
I always suggest complimenting the CEO…when they deserve it (authentically). If they do a good job in front of a donor, let them know! They are expected to compliment their employees, but who compliments them?