The holidays are filled with merriment and good cheer but, for many of us, the new year signals a reckoning of sorts. The closer January 1 approaches, the more reflective we become, and our thoughts turn to self-improvement. Often, it’s the standard stuff – more of this, less of that – but sometimes it includes getting serious about finding that new job.
And if you’re a development officer, the logical leap is a move to management. There are a lot of upsides: better pay, more responsibility, supervising a larger team, and a closer association with executive leadership. But it’s often not a seamless transition because the skills (and temperament) needed to be an excellent fundraiser don’t necessarily translate to being a stellar VP.
I’ve seen more than a few great fundraisers crash and burn as they moved into management. Think carefully about why you’re considering a new position. Is moving up the organizational ladder an expectation that you’re putting on yourself? Is the pay, position, or power enticing you? Be honest about your motivations, and then assess if they align with the role you are considering.
Before you make the leap, honestly answer these questions:
- Can I thrive in a political environment? It has been suggested that vice presidents spend up to 50 percent of their time on politics and personalities – a conservative estimate, if you ask me.
- Do I function well with uncertainty? As a VP, you often reside in a gray zone where the path forward is ambiguous, or any action you take will certainly result in trade-offs. If you like being right, or see the world in black-and-white, this leadership position will certainly frustrate you.
- Can I effectively manage up, down, and laterally? Some of us are masters at managing our bosses, but now your actions affect everyone. Good relationships are essential at every level.
- Do I want to give up a skill that I love? Make no mistake: you’ll have far too many competing priorities to function solely in the fundraising world. Sure, you may manage key donor relationships, but you will be discouraged by how little time you actually have for this.
- Do I really want that much accountability? You get to claim the success, but you also have to own the failures. There is no place to hide, and if your MO is to keep a low profile during turbulent times, this may not be the job for you.
Leadership is not something that you try on like a jacket. Do yourself – and your company and coworkers – a favor by carefully considering this pivotal move. Fortunately, we work in a field where there are many opportunities to achieve success, make a difference, and influence others. The key is determining the right place and position for you.