How to Get it Right: The Relationship between the Executive Director and Director of Development

This critical partnership can serve as the mojo behind an organization.  It can amount to the  difference between an organization scraping by or reaching a new level of support and visibility. But what is behind the magic? What works and what doesn’t?

This is what we have found in our work and in our research (visit Raise-funds.com for a great article on the topic):

1. The Executive Director and Director of Development should function as a close partnership.  They need each other to succeed in their respective posts – and they should be acutely aware of that fact.  They should speak daily and have a deep understanding of each other’s positions and expertise.  Ideally, they should get along very well and have a close, working relationship.  If this does not exist, it should be worked on, or the partnership should be reconsidered.
2. The Director of Development must respect the fact that the Executive Director is responsible for looking out for the entire organization’s best interests – the mission, the vision, the public face, the staff, etc. – not just donors and their interests. On the flip side, the Executive Director must understand that the Director of Development is focused on the interests of donors and their relationship with the organization. This difference should be respected and supported.
3. As in any managerial position, the Executive Director should not micromanage the Director of Development’s work. The Director of Development should be able to lead the department’s activity without second-guessing and overruling from the Executive Director. This allows for more ownership over the program and strategy, and enables the Director of Development to function as a primary resource for donors and volunteers interacting with the organization. If the Director of Development has authority to make decisions for the organization with donors, i.e. “yes, we would love to introduce you to our special guest performers”; “yes, we would love to be a part of an event at your home”; then donors will feel they are interacting with the right person within the organization, rather than a messenger.
4. The Executive Director must understand that the Director of Development’s job is to bring in new donors, partners, and stakeholders. This requires innovation, new strategies, energy, and ideas for the organization. The Executive Director must work closely with the Director of Development and be open to new ideas and new initiatives. There must be enthusiasm and excitement behind the Director of Development’s work.  Without that, the Director of Development’s fizz will fade, and little will change for the organization’s potential and impact.

Essentially, it all goes back to a strong working relationship that is mutually- beneficially and based on respect. There has to be room for creativity, optimism, and strategic thought. If these things are not a reality for you and your Director, something has to change. The sooner you recognize it, the better off you and your organization with be.

Share your thoughts on the relationship between the Executive Director and Director of Development! We want to hear about your experiences….