Today I obtained my Certified Fund Raising Executive (CFRE) credential…

…after 17 years working in non-profit fundraising and marketing

…having reached the executive suite

…subsequent to publishing my first fundraising book

…following my election as President of my chapter of the Association of Fundraising Professionals

…succeeding a four-year journey speaking nationally on philanthropic and other topics.

You may wonder why I sought certification now, why I didn’t do it sooner, or why I did it all since I’ve reached a career pinnacle. My story is a testimonial to a shift in the profession – one I’m proud to be a part of.

When I entered the industry post-college nearly two decades ago, I knew no one who said, “I want a career as a fundraiser.” Everyone I knew “fell” into the profession. They may have been hired because they had connections to donors, corporate leaders, or politicians. Some came up in PR or event management and transitioned into development. Others began as board members or volunteers, sparking a passion for formal work in fundraising.

Far fewer people are “falling” into fundraising today. They are studying to become masters of their craft. I see the shift in the profession most obviously in the passion and seriousness our young professionals exhibit when I talk to them at conferences and trainings. They inspire me!

Today, there are colleges offering degrees in philanthropy. Associations are professionalizing career tracks and defining our roles and responsibilities. Colleges, consultants, and research organizations compiled years of data and study to quantify the growth and impact of philanthropy. Processes are now documented and formalized to help us be more strategic, efficient and impactful. Standards and ethics take center stage.

Even the skeptics are beginning to see fundraising as an altruistic call to civic engagement which transforms lives and communities.

To be frank, I’m a bit embarrassed I didn’t get my CFRE sooner. In my home region, few people had the CFRE compared to neighboring cities. I believe, as a region, we were a little behind, but that too is changing. In the last couple months four of us earned our CFRE.
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Today I see our profession is moving in a healthy direction toward high standards of quality and practice. The CFRE is a great way to demonstrate not only that I have the experience necessary to be an executive in my profession, but I’ve put the effort in to understand the intricate details of this work. What a benefit to my non-profit and the donors I serve.

In my new book Five Strategies to Increase Annual Fund Revenue I consider a common challenge in our industry – coming up shy of the goal. Falling short of the vision is a universal issue we all face in our lives and careers.
Stalled goals can halt a company’s progress, deprive communities of important services, and prevent individuals from achieving lifelong dreams, but it can be overcome. Here are three potential reasons we don’t make it to the finish line and how to get back on track.
1.      Misunderstanding
In development, misunderstanding leads to lost results. Fundraisers and donors alike misunderstand the purpose of development work and often become rooted in failure before they begin.
This concept is true in all industries. Misunderstanding limits our capacity for success right out of the gate. If you are struggling with a goal, ask yourself, what might I be misunderstanding? Take a learning journey. Talk to experts in the field or people who have accomplished what it is you are trying to achieve. Begin to root out those things which are limiting your potential. Being an expert in a certain area may have gotten you so far, but perhaps it is time to take a step back and consider this. There is always more to learn!
2.      Fear
Fear is a very real deterrent to success and 99 percent of the time people will not admit they are scared. They point to every possible reason for failure rather than acknowledging, “I’m scared and I need help to overcome what is holding me back.”
The positive thing is we all feel fear. I have visited more donors than I can count, making asks big and small, and I still get a twinge of nervousness every time. Ask yourself, “What exactly am I afraid of and how is that stopping me from boldly achieving my dreams?” Often fear of rejection or hearing no stops us from making the case for ourselves and our organizations. I learned something valuable in my field that applies across the board.
The best way to annihilate fear is (1) preparation and practice, (2) openness to feedback and adjustment, and (3) acceptance that some things you have no answers for.
Just because we make a bold and well-practiced case doesn’t mean we can’t adjust it or go searching for answers to questions that confound us. One of my favorite sayings is, “I don’t know but I’ll find out!” The point is, never let the fear of no prevent you from getting to yes. In other words, brace yourself for significant rejection but never stop working toward that one yes that will launch you toward success.
3.      Lack of a rigorous process
Whether you are trying to achieve stretch goals for your company or the next level of your career, it takes a structured process. In my industry, fundraising for anything requires staged processes with timelines, goals, strategies, and measurable milestones. More organizations and individuals than you think do not maintain consistent processes when trying to achieve major goals. Many do not track results, analyze what is or isn’t working, and adjust along the way.
In companies, dive into the research and find out what the absolute best processes and proven methods are to achieving a goal like yours. If you are trying to accomplish a major milestone in your career or with your family, what processes might you put in place to add structure to your steps? Even something as simple as asking for feedback from others can improve your resume, your communication skills, and your interpersonal abilities. Debrief with someone you trust after each attempt at achieving your goals. Share what you did and get feedback so you can adjust your process next time.
It is never too late to get it right!
Remember, stalled goals are not an end to anything. They are a milepost on your road to success. Don’t let misunderstanding, fear, or lack of a rigorous process be the reasons you give up on your dreams! Some of the greatest successes the world has known were achieved by failing forward.
VISIT PAM AT WWW.BEASEEDPLANTER.COM TO LEARN MORE ABOUT HER UPCOMING BOOK, JOIN HER CONTACT LIST, AND HEAR ABOUT NEW BLOGS, SPEAKING ENGAGEMENTS, AND RELEASE DATES FIRST!

I recently served on a panel of women Executives for the Buffalo Niagara Partnership’s PowerUP event. PowerUP is an all-women’s event that includes insights and wisdom from successful business women as well as opportunities for networking. I knew I’d learn something – but I received much more than I expected that day.

First, the keynote speaker was Rhonda Frederick, President and Chief Executive Officer of People, Inc. Rhonda approached her talk in a straightforward and vulnerable way, sharing personal and professional challenges she faced and overcame.

Inspired by her story, many of us on the panel went on to share life challenges we worked through toward our ultimate leadership potential. Some of the leaders in the room talked about their divorces, what it was like to be a working single mom, overcoming brokenness as teenagers, unexpected pregnancies, work-life balance and more. Soon, the audience chimed in and we began to realize, none of has a “perfect story.” As human beings we all face uphill battles at times. We stumble and fall. Sometimes people might count us out. Yet, through perseverance we gain strength. That resilience helps us to be better leaders.

I loved that this topic came up organically because I talk about this often when giving keynotes and teaching workshops through my business Seed Planters. One of my favorite authors, Bill George, in his book True North, asserts that great leaders do an “inner work.” They put their life story in context and face and overcome their greatest crucibles. This is what makes them authentic and trustworthy. The PowerUP panelists and keynote speaker embodied that concept.

As the evening came to a close, I could see women reaching out to one another as they engaged in discussion and networking. I remembered when I first began my career sixteen years ago. It was a different time and women were less able or likely to mentor up-and-coming professionals. Being vulnerable was practically unheard of. It wasn’t the way of the business world back then. I believe many of those women paved the way for us, today, to be vulnerable and find inspiration and support in one another.  

So in that spirit, thank you Mary Travers Murphy of the Family Justice Center, Althea Luehrsen of Leadership Buffalo, Cindi  McEachon of Peace Prints WNY, and Morgan Williams-Bryant of Girls Scouts of WNY. As fellow panelists, you inspired me! Thank you, Rhonda Frederick. You set the tone for an amazing discussion. And last but certainly not least, thank you Jacquie Walker from WIVB Channel 4, for serving as hostess and MC.
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Each of you is making a difference in the world and I am proud to serve alongside you. So, in your honor, and in the spirit of one of the world’s greatest business women, I leave you with this final thought:
“Dare to be different. Be a pioneer. Be a leader. Be the kind of woman who in the face of adversity will continue to embrace life and walk fearlessly toward the challenge.” – Miss Oprah Winfrey

Over the last several years I have delivered or taught more than 30 keynotes and workshops nationwide including topics on communication, fundraising, and leadership; but the topic requested most is far from the typical conference session.

Its gritty, vulnerable, and often uncomfortable.

Nevertheless, whether I’ve taught this to a group of underprivileged college freshman or middle-aged factory managers – the response is the same. This is a life-changing way of looking at leadership.

We start by digging into the first “c” of the Social Change Model for Leadership Development (SCMLD), called “consciousness of self.” We look at what a person consists of – their experiences, values, beliefs, natural abilities, and perspectives. We hone in on the notion of leading by strengths as articulated in Gallup’s “Strengths Based Leadership,” but give a nod to the importance of building skill and teams around weaknesses. We discuss filling your leadership toolbox with items representative of all the stages in the SCMLD, like citizenship and controversy with civility.

Yet, the part of the talk that strikes home for most people is when we look at author Bill George’s suggestion that great leaders must do “an inner work.” When writing True North, Bill found that great leaders take time to pick apart their own life story, grapple with their greatest crucibles, and put their struggles into context so they can move forward authentically. Only then can people trust them enough to follow.

This last part is the toughest, because it requires us to examine those things that hurt or challenged us most in life. As a college Vice President and successful business owner who was classified “at-risk” in middle school, I never could have gotten to where I am if I had ignored my problems.

In my 20’s, having endured abusive relationships and experienced multiple, severe traumas, I had serious trust and anger issues. The early years of my career included interpersonal conflicts that directly correlated with the turbulence I was feeling inside. I got some counseling, put myself through an anger-control program, and studied more self-help books than I care to admit. All of this allowed me to stabilize and the moment I did, my career began to take off.

Here’s the thing – what is happening in us comes out of us no matter where life takes us. It doesn’t magically disappear because we got a college degree, a new job title, or a bump in pay.

For me, I’ve learned to accept this is a life-long process. Even now, 16 years into my career, I still see pieces of the unhealthy me rising to the surface now and again, in totally surprising and unexpected ways.

Great leaders – as Bill George discovered when he interviewed dozens of them – never stop growing.

Great leaders commit to a life of “inner work.”

Too often, we think addressing our vulnerabilities and letting the walls come down is a sign of weakness, but quite the opposite is true. It is a process to be honored and encouraged.
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Pamela Witter is a speaker, author, and professional fundraiser. She serves as VP for Development at Trocaire College and owns and operates a small business called Seed Planters. Her book Five Strategies to Increase Annual Fund Revenue will be released by Charity Channel Press in 2016. Visit her at www.BeASeedPlanter.com.

​In corporate and office environments we often size people up based on professionalism and forget, a human being exists underneath that suit. We have human reactions.

Some of us are better at suppressing them. Others are able to internally assess and move through them quickly, maintaining mental stability and focus. Still others, at varying degrees of intensity, duration, or frequency, give way to their emotional reactions to work situations.

In 15 years as a professional, I have had all of these reactions and have witnessed colleagues – from front-line staff to executive leadership – cycle through them. On rare occasions, I met someone who appeared stoic, but this was often accompanied by a lower level of engagement and collaboration. A big wall existed between them and nearly everyone else, leaving little room for the kind of connection, vulnerability and conversation that leads to great innovation.

I am an emotional person by nature, and a sensitive person. Many in my family have argued I am too sensitive at times. Others have said it is a gift and I can often feel other people’s feelings and bring awareness and healing to difficult situations. Either way, it presents challenges and opportunities in my life as a VP.

One opportunity is the ability to quickly assess and change approaches and communication styles based on others’ needs, in order to reach the desired outcome. A challenge is having a difficult time letting go in the inevitable moments when someone simply doesn’t like me.

Wherever you fall on the spectrum, Dr. Marcia Reynolds, Psy.D., suggests you recognize your reaction. She questions, “Do you feel fear in your chest, betrayal in your heart, anger in your shoulders, gut or head, or humiliation in the pit of your stomach?” She reminds us, “Your brain works very hard to keep you safe, so it will judge a situation as threatening if there is any possibility of social harm. This is not a logical process.”

Let’s say you’ve worked through your emotions, asked yourself if the person really meant to harm or criticize you, and you have determined they did. Reynolds says, it’s time to decide how much that really matters. In some cases, a situation becomes hostile. HR gets involved or you must decide, do I stay or do I go. Every day interactions rarely rise to that level. Instead, we must deal with difficulty.

She continues, resist trying to change others, “rise above the discord,” and mentally forgive people for not appreciating you or the impact they had on you. I would add, self-reflect often and grow through your own shortcomings. It’s not always everyone else’s fault.

Whatever the case, your mental energy is exhaustible. Reynolds calls it one of your “most precious resources.”

In order to continue doing great things, guard it like you would fine jewels, but also forgive yourself when you are what you are – a human being.

I may feel like a superhero sometimes when I’m firing on all cylinders, but God knows, you won’t find a Wonder Woman logo under my suit. Life reminds me often just how fallible I am and guess what, that’s okay.
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Reynolds, M. (Sept. 7, 2012) What to do when someone doesn’t like you: Questions to ask yourself when you feel hurt. Psychology Today. Retrieved from: https://www.psychologytoday.com/blog/wander-woman/201209/what-do-when-someone-doesn-t-you. 

Although thought leadership has been around since the 60’s when for-profit consulting firms created communication pieces mirroring academic journals to increase clientele, it has earned renewed notoriety in recent years. And frankly, people have a love-hate relationship with the term.

Love because it’s relevant. Legitimate thought leadership done right enhances reputation, increases presence, positions you above competitors, generates leads and conversions, and optimizes impact in the chaotic world of everything-internet. (see “6 Ways Thought Leadership Will Take Your Marketing to New Levels,” John Hall, 7/8/13, Forbes.com)

Hate because it’s overused and misused. Joel Kurtzman coined the term in the 90’s. He said not only customers, but peers and industry experts will recognize the individual as a thought leader. That individual “deeply understands the business they are in, the needs of the customers, and the broader marketplace in which they operate."  Yet, lots of people use the mechanism of thought leadership (sharing content, inviting you in through dialogue, positioning oneself as an expert) without delivering anything of substance.

Perfect example: Someone tweets a revolutionary headline about some new HR innovation and when you click on the blog there is no content, but rather an ambiguous “register for webinar X for $500” link. On the other hand, when someone tweets that same headline and then offers deep, valuable information, I become a forever-follower.

I pull my examples from fundraising because it’s my industry. Thought leaders I follow include Dan Allenby and his Annual Giving Network; Kent Stroman at The Asking Academy; Josh Birkholz who wrote the book on Fundraising Analytics; and Anne Freedman, International Presentation Coach. These people blow my mind every time I read their stuff. It’s informative and valuable. For that reason, I’ve contracted with some of them and I’ve connected with all of them.

So why might a community-based non-profit or small company consider this approach to sharing expertise with various constituencies? It can lead to:

• Being thought of first when community conversations arise around your industry.
• Earning a seat at the table with the big players.
• Increasing customer acquisition and conversion.
• More opportunity for visibility.
• Increased revenue.

If these things matter to you, consider researching the notion of content marketing as a first step toward thought leadership and ask yourself the following questions:

1. What are the unique areas of expertise present in my organization?
2. Who are the specialists who house that expertise in their brains?
3. Can we capture and compellingly present that information?
4. Who are our target audiences?
5. In what venues can we begin presenting compelling information?
6. Can we sketch out an infrastructure to push content often?

I went through this exercise myself for my business Seed Planters; proceeded to build an infrastructure with a blog, newsletter, and all the social media I could muster as a one-person shop; and shared content regularly. It absolutely has led to positive outcomes in all the areas mentioned.

I'll close with this awesome quote from Britton Manasco in her 4/5/12 article "Out of the Darkness: Thought Leaders Illuminate the Path Forward."

"Thought leadership is the presentation of relevant and compelling insights - enabling one's intended audience to comprehend key issues, make decisions, and embrace change. It concerns all leaders that hope to influence our understanding of past events, present conditions and future possibilities."

 George Washington Carver was a successful botanist, chemist, inventor and educator. Success like that doesn’t happen in a vacuum. It’s not surprising Carver said, “How far you go in life depends on your being tender with the young, compassionate with the aged, sympathetic with the striving and tolerant of the weak and strong. Because someday in your life you will have been all of these.”

In the work world, we enter professional relationships with people from all generations – the GIs or Greatest Generation, the Boomers, the Gen Y and Xers, and the Millennials.

As we blend in the office and the boardroom, sometimes conflict arises. I’ve heard GI’s suggest the world is “doomed” because of new leadership. I’ve heard Boomers say, “Young people these days are so spoiled, I can’t wait for them to be in the real world and get smacked with reality!” I’ve heard more than one Millennial dismiss established leadership. I don’t know what people say about Xers because they probably wouldn’t say it in front of me!

Despite our disagreements, we’re not all that different. Each of us is both capable and flawed. How beautiful when we collaborate and find resonance in our other-aged peers.  For example, in my late 20’s, I put my time in – long hours, inglorious work, marginal influence, mistakes and victories. So when I see Millennials making their way, I’m thrilled for them! I want to give them a leg up. I’m also embarking on the fourth decade of my life. I understand the slower, reflective approach of a wiser person and appreciate learning lessons in leadership from the Boomers guiding me. For that matter, to have an opportunity to sit with a GI and listen to their war stories, that is a blessing.

So much of successful management and leadership have to do with “being tender with the young, compassionate with the aged, sympathetic with the striving and tolerant of the weak and strong.” How we do that will dictate our ability to succeed in life and business. Each of us has something to learn and something to teach. Together, we comprise a complete perspective.

In the words of the great Maya Angelou, “We can learn to see each other and see ourselves in each other and recognize that human beings are more alike than we are unalike.”

Since graduating from college fifteen years ago, I have enjoyed unexpected success.

The proof:

As a leader and fundraiser, my teams and I smashed through success rates in donor retention, total and annual revenue, and participation in giving.

We closed out capital campaigns and giving challenges. We increased one annual fund sustainably by more than 30 percent.

Personally, I’ve earned seven prestigious awards, served as a speaker at more than 30 conferences nation-wide, and published two books with a third on the way.

I served as a volunteer or board member in nearly a dozen different roles, launched two small businesses, was made an Executive Director before 35, and Vice President before 40.

So what?:

I’m not bragging. In fact, I feel silly sharing that, but it matters because statistically, it should not have happened. In fact, the only reason that stuff matters is because it paints a picture of overcoming odds.

I was classified at-risk in middle school. My family fell below the poverty line. I faced several emotionally-debilitating challenges in my youth. I only went to college because I had a very persistent guidance counselor who steered me toward the Higher Education Opportunity Program. Once in, people went above and beyond to ensure I graduated.

I’ve seen the statistics play out. Many of my early peers are still stuck in poverty or grappling with addiction. Some have died or landed in jail. Education is certainly the great equalizer but what we do with that education matters. How we live out our leadership through our professional lives determines how far we can go.

The secret to success:

So how does one go from at-risk to successful professional? (Personally, I credit faith first and foremost, but what else?) There are a multitude of ingredients but the two most important words are this: humility and collaboration. I believe these two behaviors underline every win I ever experienced.

When we are born onto this earth we know nothing in terms of learned information – not a single word. This earth is a foreign place. I’ll never forget bumping into my brother-in-law Tim at the store. His infant son Gage sat in the car seat in the cart. The entire time Tim and I talked Gage stared intently at my lips. I could see his brain working as he watched us form words. He was learning language right before my very eyes.

Somewhere along the line, we risk devaluing the learning process. Every effort should begin as Gage did – watching, learning, assessing, absorbing. At the root of learning is humility. I know some things but not everything. From a place of humility, I open myself up to the information around me. I see and hear things differently. I value differing opinions. I am receptive to input which allows me to grow and expand my understanding. Just like Gage had to learn before he could speak, as professionals we must learn before we can act.

Collaboration – my second favorite word. Studies show that companies with diverse leadership teams and boards are more successful and experience higher revenues. Diversity of perspectives and skill sets leads to a more well-rounded operation. I can only accomplish so much on my own. As we draw others in, we expand our capability. We also bring new and important information to bear on the challenges we face. Other staff members, departments, community members, age groups, cultures – all of these can lead to better solutions than those created in a vacuum.

What it all means:

Fifteen years ago, I was an insecure, broken person with absolutely no thought about my future except that I liked to write. Today, my life has purpose, meaning, and impact. I am so grateful for the path laid out in front of me and those who led the way, and I believe beyond a shadow of a doubt that leading from a place of humility and inviting other voices in to the process opens possibilities beyond our imagination. In fact, I dare say some of our world’s biggest challenges can be overcome using the formula of humility and collaboration.

In his text The Orbital Perspective: Lessons in Seeing the Big Picture from a Journey of 71 Million Miles, astronaut Ron Garan said, “A partner’s different perspective is valuable, but the very fact that it is different means that it will require work, humility, time, and resources to incorporate that perspective. At times, this will require checking one’s pride at the door.”

Collaboration and humility are hard work but when enacted, change lives and communities.

1.       Quiet mornings

Nothing feels quite as good to me or as fulfilling and energizing as waking up before anyone else in the house and reveling in the pure peacefulness of the place. No voices. No television. Even the dog sleeps which is nice because I cannot ignore those adorable milk-chocolatey brown eyes calling me away to hug, play, feed or walk him. This is my only moment alone in the home I love to feel the energy, let the silence wrap itself around me like a blanket, and give in to the promptings of my mind. My laptop screen glows. Hot coffee steams beside me. Papers clutter across the table. My thoughts pour out. Honestly, it is like therapy.

2.       Dedicated time to think

This world pulls our attention away constantly. It’s designed to do so. Flashing lights. Honking horns. Buy this. Try that. Listen to me. Look here. Every once in a while it is empowering to symbolically yell “STOP” and embrace the silence to think - think about life and family and the universe and God and our calling and whatever else comes to mind. My husband is a carpenter and I’m inspired when I see him furiously sketching out drawings of remodels; when he’s lost in his own mind. I think we would all be better people if we just took some regular time to think.

3.       Grappling with big ideas

Big ideas. Big life-changing ideas. Transformational ideas. The kind that evolve you as a person. Those are my favorite! When the riots started in Baltimore and everyone was freaking out, it was a perfect opportunity to not react but rather grapple with big ideas. While people were making all kinds of startlingly inappropriate comments on Facebook and sweeping generalizations on both sides of the issue, I stopped to grapple. I listened and thought and thought and thought. What came out of it? Understanding. Empathy. Compassion. I had conversations with white people, black people, and brown people and each one was astoundingly awesome. Discovering ways to bring healing, closeness, peace, and real solutions can be the result of grappling with big ideas. My reward came when an old friend and I of difference races had a long and beautiful, respectful, eye opening conversation in which we both walked away feeling like we had grown love in the world.

4.       Seeing the results of hard work

We need to know our efforts have results. I’m a writer. I get to see the results immediately. When I put pen to paper, I create something. Writing is my art form, my expression, my creative outlet. Some see those results through building or gardening or launching a company or simply paying the bills. Results feel good. They show us our power and our value.

5.       Sending ideas into the world

As a journalism student at St. Bonaventure University, one of my all-time favorite classes was opinion or editorial writing with Dr. Denny Wilkins. The editorial page, I learned, is like a forum for community conversations. It is a place where people can exercise public discourse or dialogue. How exciting to take a well-developed idea and send it out like a paper ship on a pond and see if it withstands the test or wanes in the waves; to see if it makes it back to shore intact or disappears. Then, we take those results and rework our ship and try again!

6.       Prompting great conversations

When a great and strong idea is born and sent out into the world, it inevitably draws others in and starts a ripple of conversation that can lead to real social change or civic engagement. All good things start with a word. If you’re a person of the Christian persuasion you know that the best human on earth was called “the word.” If you are not a person of faith, you know words can be like a physical presence that exists, because you have felt them as if they reached right out and touched you. Just because they are invisible doesn’t mean they don’t have intense and powerful implications on everything around them. Responsible people know the power of words and prompt goodness out of great conversation.

7.       Building a long-term legacy

For me, my writing is like a lifetime of work stored up in volumes like encyclopedias showcasing my transitions and capturing my story to leave behind. I do not want my life to be meaningless. I often talk about my theory that this earth (as well as every individual on it) contains an inner scale – a simple line that measures from good to evil or love to hate. Every day we chose, individually and collectively, where we fall on that scale. My writing, my life’s work, and your life’s work (whatever that might be) should leave a legacy that tips the scales toward love and toward good.

8.       Standing for something: reading still matters!

I grew up a block and a half from the library. I can still smell it if I close my eyes. Crisp pages. Tall shelves. Perfect silence. The library was my escape and my oasis. Not everyone loves to read in general, but everyone loves a story that connects with their heart and soul. My daughter hates reading. Her ADHD makes it very difficult. But boy does she love to read Manga! Some people have the same experience by watching. A great movie can be like reading a book. Reading matters. It’s a beautiful skill and it is our history; our proof as a people that we were here on this earth. I love contributing to the world through my writing.

9.       Working out of my gifting

For me, it’s writing. For you, it may be something else; but everyone on earth should know what their unique gifts and abilities are and work out of those instead of toiling from a place of weakness. When we work out of our gifting, we can accomplish the GREAT things – the things that make people stand in awe with their mouths hanging open. We can accomplish things that bring a tear to the eye and a stirring in the heart when we operate out of our gifting.

10.   Drawing on family history

God bless my mother and father. They are thinkers. They taught me to think for myself. When I write, I am calling on their very spirits because I would not be able to do what I do without their influence. I’ll never forget sitting for hours listening to “The Great Pretender” by the Platters or Fat’s Domino’s “Blueberry Hill,” with my dad in the living room. I’ll never forget watching the Battle of Britain with him. I will forever remember seeing my mom stand at the kitchen counter with flour all over her tattered Better Homes and Gardens cookbook making the most delicious apple pie. They were learners and my writing is a continuation of them. Any work can either be a continuation of family or the beginning of your own legacy, which you will leave behind for those looking to you for guidance and direction.

As a college Vice President and successful entrepreneur, I have received and conducted my fair share of evaluations. Early in my career, as the recipient, I remember sweaty palms, unasked questions, elation over good marks, and deflation over low ones. Most years, we never discussed the evaluation again, after it was given.

Giving an evaluation can be equally stressful. No one ever taught me how to give a good evaluation in a behavioral sense. I’ve been trained on the tool, but not the rich and powerful philosophy behind it or how to use it to coach, motivate, inspire, and LEAD!

Most recently, my organization underwent a significant design process for evaluations and realigning job grades. Simultaneously, I hired several key positions and conducted evaluations of my direct reports. In the midst of it, the team debated the value of merit pay versus other rewards.

After long and bountiful conversations with my employees, colleagues, and HR professionals, I am convinced more than ever that evaluation processes harness transformative power for the individual, team, and organization. Monetary rewards pale in comparison as a motivating factor.

Done correctly, evaluations lay the ground work for:

• Working through performance deficiencies through coaching
• Growing a person’s natural gifts into powerful strengths
• Moving people into new positions or letting someone go if their abilities or desires no longer align with the organization’s needs
• Creating a linear career mobility map for driven employees, through internal promotion or preparation for the next career step
• Setting and reviewing goals and metrics

The million dollar questions are “What does that look like,” or “How do I have those conversations.” Theory is great. Sit me in a room with a nervous employee who has done some tasks really well and others poorly and suddenly theory flies out the window.

I propose a simple process.

1. Keep notes throughout the year – things done well and things that can improve. Jot them on a post-it note when they happen and put them in a file.
2. Pre-evaluation, have the employee fill out the document and give it to you so you can see where their head is at. Look for accomplishments they care about which you may have forgotten.
3. Use both your notes and the employee’s self-evaluation to complete the form and be honest in your assessment.
4. Take ten minutes before going through the evaluation and talk with the employee about your personal approach to the numbers.

My personal take, if you are using a four level grade system (excellent, as expected, needs improvement, unacceptable), is this:

1. Excellence happens when a person’s innate gifts come into play and as a result, they truly shine. I can’t be excellent at everything and that’s okay. Learning what I’m great at will help me develop natural abilities into powerful strengths. In life, we may be excellent at a couple key things. The same is true in an evaluation. Talk with your employee about their gifts and how to grow them. Make a big deal out of it!
2. “As expected” means doing your job. Did you accomplish the tasks on your job description? Great! Experience tells me that most tasks fall into this category. Here’s an example. The quarterback on a football team is typically excellent at strategy and passing or throwing the football. He may perform “as expected” when it comes to offense, defense, and running, for example.
3. “Needs improvement” reveals areas of weakness. We all have them. It’s okay! These items present opportunities for self-awareness, skill improvement, and to grow as a person. I believe I’ve been successful because I'm receptive to my deficiencies. I can choose to improve. I can surround myself with support systems and people who supplement my weaknesses. It’s important to emphasize to employees that we all need improvement and devise a plan.
4. Unacceptable should be no surprise on a job evaluation. If an issue rises to the level of being unacceptable it should have been discussed when it occurred. In the evaluation you can reiterate the plan, note improvement, or discuss next steps. If the employee continues to perform in an unacceptable manner, you may even set a deadline for improvement.

None of these conversations need to be emotional for the person delivering the evaluation. Be fair but clear and concise. Celebrate strengths. Set expectations and accountability measures. Plan for growth.

When it’s finished, take a look at the evaluation prior to your one-on-one’s with direct reports and be ready to talk through the plans you made. Give performance updates throughout the year and solicit feedback from the employee. As a result of processes like this, I’ve worked through very difficult conversations. I’ve also watched some team members blossom into their best selves. As a result, their careers took off! What a fulfilling and exciting experience for a leader.