Talent Tip

Talent Tip #80: The Power of Networking: Landing a Job (And Maybe a Dog-Sitter) in One Evening

June 14, 2016

Talent Tip #80: The Power of Networking: Landing a Job (And Maybe a Dog-Sitter) in One Evening

When I first moved to Washington, DC for graduate school many moons ago, I found myself surrounded by students and faculty who had a very different worldview than my own. I distinctly remember seeing a larger than life “Socialist Meeting Today” banner hanging outside of a building on campus. I thought it was a joke until I noticed the large gathering under the banner. Don’t these people read history books? At that moment I knew I had to expand my network.

A friend suggested I attend an America’s Future Foundation happy hour. I wasn’t sure what AFF was at the time, but I was quite familiar with the happy hour concept. So, I went.

Several pretty cool things transpired as a result:

I met a gentleman whom I started dating
I met a gal who is still a friend to this day (a decade later)
The gentleman I started dating later introduced me to the organization where I landed a job post-grad school and started building my career in the liberty movement
The dating relationship fizzled, but not before he fell in love with my dog (understandably, as she was easier to love than me) and became my go-to dog-sitter

So, just to recap, that’s a boyfriend, friend, job, and dog-sitter — all from one networking event.

But let’s face it – networking can be a drag. We often have to battle our Myers-Briggs “I” to get psyched up for an event. Who among us doesn’t prefer to throw on comfy pants, pour a glass of Trader Joe’s wine, and veg in front of the TV instead of attending another rubber chicken dinner? Yet, stories like mine prove just how valuable networking can be.

Need another story to convince you? You got it. A friend in the liberty movement recently shared this little nugget:

Why is networking important? It seems like a bunch of people looking for something, and if they aren’t interested in what you have to offer, they move on. It’s eighth grade gym class waiting to be picked last except now I’m dressed up. Pass.

That’s what I used to think.

Now I know: networking is most valuable when you are yourself, and you have your eyes open but you aren’t scoping out the room only for the VIPs. Because someone out there is looking for someone like you. Crazy isn’t it? Especially if you’re like me and you have a difficult time taking a compliment, it may be hard to swallow.

Last fall, I went to the State Policy Network Annual Meeting to get training. One session, an opening “Speed Networking” event, stuck out to me…as something to avoid like the plague. I had just gotten to town, was tired, and needed to gear up to be around crowds of strangers for the rest of the conference.

But, I went anyway. I met five people there, the last of whom is the leader of the organization…where I now work.

He asked me what I did, if I enjoyed it, what was my biggest accomplishment. Then he asked if I had ever thought about leaving my current employer. It took me off guard, frankly, because looking for a new job was the last thing on my mind. I told him I was happy where I was, but would like to stay in touch.

I researched the organization when I got back to my hotel. Over the next few weeks I reached out to a few people in my network to ask about the organization. I sent my resume a short time later.

I can wholeheartedly say this: if I had not put myself out there, I never would have met him. Here is the kicker: he told me later how happy he was that he met me at SPN. I’m not sure if our paths ever would have crossed if we both hadn’t attended the networking event. It’s what they call a mutually beneficial exchange. I’m now working in a role I find challenging and rewarding, all because we both went to a networking event.

Wow. My friend’s story beautifully illustrates the power of networking. I hope you’ll take it as an inspiration to fight the lure of the comfy pants and take advantage of the next networking event. Your career (and possibly your dog) will thank you.

(A big shout-out to organizations such as America’s Future and State Policy Network for their amazing work bringing people together and harnessing the power of networking.)

Talent Tip #79: Two Solutions for Our Fundraising Talent Shortage

June 6, 2016

Talent Tip #79: Two Solutions for Our Fundraising Talent Shortage

Last month I donned my Captain Obvious hat and wrote of our need for fundraisers. But I’m not a fan of pointing out problems without also providing solutions. So, this month, with a little help from numerous friends I heard from in the interim, we’re going to address ways to correct the problem.

As I see it, there are two main solutions to addressing our fundraising talent shortage.

Expand the talent pool – When it comes to looking for fundraising talent, we’re working with a $12 Wal-Mart plastic kiddie pool when we should be searching in one that is Olympic-size. In order to expand, we need to bring in individuals (entry level, mid-career, and advanced professionals) without specific fundraising experience who have the personality and skills to become successful development officers and give them the training, mentoring, and opportunity they need to prosper.This can happen at the organization level and via talent development programs across the network. Investors in liberty should recognize this opportunity and support initiatives that open the door to an expanded bench of fundraisers.
Retain the talent we have – The feedback I received after last month’s newsletter was robust and incredibly consistent: we often drive away good fundraisers.How? Well, the list of complaints I’ve heard is long, but here are some highlights:

Pay – I’ll cut to the chase on this point: if you don’t reward your fundraisers for outstanding performance, there is a long line of other organizations that will happily poach them.
Wasted talent – Apparently some nonprofits hire fundraisers and then chain them to a desk, not allowing them to forge relationships with donors. Sometimes it’s a trust issue; sometimes it’s an ego issue. Whatever the cause, if you hired a fundraiser to build relationships with donors, let him do it! From one friend in Washington, DC:
“If you hire someone to fundraise, let him go BLEEPing fundraise. Don’t delay in sending a qualified fundraiser into the field. That’s how talented people get antsy and start looking. Literally as I was typing this email, a colleague came into my office to share with me how his interview went with a major university’s development department. I’m sure it’s going to come as a shock to our Chief Development Officer when he says he’s leaving. But his time has been wasted here. Too bad the think tank community is about to lose another potentially good fundraiser.” On the other side of this coin, I heard from another fundraiser friend who recently started a new job with a growing, impressive group. It came as a pleasant surprise when the CEO invited him along to a key donor meeting just weeks after he started. Not only is this a great talent development strategy, but it’s a fabulous way to inspire staff to work harder and engender loyalty.
Respect – A friend in the Northeast summed it up perfectly: “Fundraising is really the heart of any organization which relies on donations, pumping blood to the rest of the organization and leadership. Good fundraisers get out of the business and move on because they get fed up with being treated as an afterthought. I would have no problem fundraising at a senior level for an organization that “gets it” and treats their development operation as a key part of strategic management. And of course an integrated development function makes the organization stronger, because major donors want to know all they can about where their dollars are going and want to deal with people in the know.”
Unrealistic expectations – A friend in the Lone Star State hit the nail on the head: “I’m amazed at how many nonprofits are struggling to keep good development directors. Too many nonprofits have unrealistic ideas of how to raise substantive money in sustainable means. Let’s face it: development directors aren’t rain-makers!”

This is my two cents; and, as always, I welcome your suggestions and ideas. After all, the success of the liberty movement hinges on our ability to keep the lights on.

Talent Tip #78: O Fundraisers, Fundraisers! Wherefore Art Thou Fundraisers?

April 19, 2016

Talent Tip #78: O Fundraisers, Fundraisers! Wherefore Art Thou Fundraisers?

If I meet another recent college graduate who tells me he wants to go into a policy career, I’m going to curl up in the fetal position and weep uncontrollably.

It’s not that I don’t want to see more policy talent in the free-market movement (I do!); it’s just that I really, really, really want to see more fundraising talent.

And why? Because that’s our biggest talent need right now.

Case in point: nearly half of our current searches are for fundraising positions.

And if you take an historical look at Talent Market’s searches spanning 6 1/2 years, you’ll see that more than a third of them have been for fundraising-related roles. Trailing at a distant second is communications/media roles (23%), followed by executive leadership positions (12%). What about policy roles, you ask? 10%.

So, why is there such a large unmet need for fundraising talent? I think there are several factors at play.

1. The free-market nonprofit sector is not a common career path – Let’s face it: we’re in a niche. And a pretty small niche at that. Many people have never considered a nonprofit career path, and even fewer have considered the free-market nonprofit path. Compounding this problem is the fact that many who are philosophically aligned choose politics — a much more visible option.

2. Fundraisers don’t get the headlines – Even when people choose the free-market nonprofit career path, fundraising is not a common choice. This is partially an awareness problem; fundraisers typically aren’t interviewed on the national news, nor are they writing op-eds in the Wall Street Journal. So, when individuals come into our world, they naturally think, “I want to be like Michael Cannon” or “I want to be another Vinnie Vernuccio.” It’s rare for them to know enough to say, “I want to be like Daniel Erspamer.”

3. We are IDEAS people! – Many of the individuals drawn into our world want to analyze and proselytize the ideas — not fundraise for them! The irony, of course, is that understanding the ideas and connecting intellectually with donors are critical components of a fundraiser’s job.

4. Selling ideas is challenging – Many fundraisers — even if philosophically aligned — would rather take on an easier “sell” such as the American Red Cross, Habitat for Humanity, or their alma mater. Sell liberty? Unless it has a nationally ranked football team, I’ll pass!

5. Working for Peanuts is Nuts – Finally, there is often a salary disconnect. Organizations are sadly mistaken if they think successful fundraisers will flock to their below-market-rate fundraising openings simply because they love liberty. We all have to pay rent, put food on the table, and put kibble in Fido’s bowl.

But enough about the problem! Next month we’ll tackle solutions to this dearth of free-market fundraising talent.

Talent Tip #77: The New York Times: An Unlikely Ally in Helping Us Find Talent

March 19, 2016

Talent Tip #77: The New York Times: An Unlikely Ally in Helping Us Find Talent

If The New York Times is writing about you, you’re making a difference.

That’s what a friend in the liberty movement told me after The New York Times ran a story about Talent Market last week.

To the surprise of many, The Times described Talent Market in ways we can’t help but take as compliments:

“Clients say Talent Market excels at finding hard-to-attract…staff members and at time-consuming searches for senior officials. But its greatest value may be in connecting far-flung organizations with talent they might not otherwise find.”

“In many ways, [Talent Market] is the casting director for the…liberty movement.”

And my favorite:

“…the visible hand for those who worship the invisible hand.”

Wow. That line almost feels like a group hug with The New York Times, Adam Smith, and Talent Market. Did I just enter an alternate universe?

Our only complaint was that Jon Caldara, our friend and President of the Independence Institute, got the lead photo. I mean, he’s jaw-droppingly handsome and all, but what about the folks who work at, um, Talent Market? To paraphrase a friend, including photos of the all-female staff at Talent Market would have blown the image of the male-dominated right wingers that The New York Times’ readers have come to know and love. Good point.

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Talent Tip #76: Believe It or Not: Talent Market is a Nonprofit

March 1, 2016

Talent Tip #76: Believe It or Not: Talent Market is a Nonprofit

Let’s face it, some things are too good to be true. For example:

Sizzlean bacon
Milli Vanilli
8-Minute Abs
Flex Seal
The Grapefruit Diet

But some things are oh-so-good and also true. For instance:

Wine has health benefits
Pets can lower your blood pressure
Talent Market is a nonprofit

Yes, you read that right. Talent Market is nonprofit. We’ve been around for six and a half years, and I’m still coming across folks who think Talent Market is a for-profit. So, I thought I would use this space to dispel that notion.

Here’s some background.

Talent Market believes that human capital is the most critical component to winning the war against an ever-expanding government and evaporating liberties. Even if liberty-oriented organizations are well-financed, they cannot succeed without talent.

Talent Market exists to address this critical need – to assist free-market 501(c)3s by identifying, evaluating, and placing the best and brightest individuals in key mid/senior and executive level roles within the liberty movement. In addition, Talent Market consults with nonprofits about a variety of issues related to talent. We work exclusively with free-market think tanks, policy organizations, research centers, and capacity-building institutions dedicated to advancing the principles of limited government and free enterprise.

Talent Market provides these services at no direct cost to our free-market nonprofit clients. We do this because we know the majority of our clients are operating on shoestring budgets and lack the resources to pay market rates for the capability we offer. In fact, the total private sector value of Talent Market’s placements to date is over $4 million! When you consider Talent Market’s lean and mean budget, it’s clear Talent Market is providing incredible bang for the buck for the liberty movement.

Since Talent Market does not charge nonprofits for its services, it is only through the generosity of supporters that we continue our important work. Talent Market raises its own funds from individuals, organizations, and foundations.

And while we’re explaining what we do, we should also point out what we don’t do. We do not work in politics, nor do we work with organizations that address social issues. We do not work with 501(c)4s, 501(c)6s, 527s, or government entities. We’re not here to save the whales or the Brazilian rain forests (though we appreciate both). We’re just here to help liberty-oriented nonprofits find the talent they need to be successful.

I am pleased to tell you that since its inception in 2009, Talent Market has assisted more than 160 nonprofits and has placed more than 270 individuals in critical roles in the free-market universe.

Did I mention wine is good for you? Cheers.

Talent Tip #75: Field of Dreams: Job Descriptions That Attract Talent

February 16, 2016

Talent Tip #75: Field of Dreams: Job Descriptions That Attract Talent

If you write it, they will come.

That’s the Kevin Costner-esque attitude many hiring managers employ when it comes to authoring job descriptions. They believe a carefully crafted job description will result in talent appearing.

I know what you’re thinking.

Right….and Shoeless Joe Jackson is going to pop out of the corn field and play baseball with them, too.

Actually, I think these hiring managers are onto something. Remember how much care Costner’s character put into creating that baseball field? And recall that the legends eventually showed up? Likewise, amazing job descriptions often lead to amazing candidates. And, not surprisingly, poorly crafted or thrown-together job descriptions rarely attract the kind of candidate you want — and they may even scare off some applicants.

So, what are the keys to crafting a major league job description?

The Hook – Pull in your readers with the very first sentence. Start by explaining how your organization is changing the world and why it’s exciting to work there. Don’t assume that everyone comprehends the depths of your awesomeness; this is your chance to tell them. Here’s one fabulous hook from my friends at the Adolph Coors Foundation: Before you read another word, please google “Coors family.” Read every word of what you find including the wacky, conspiratorial stuff. If names like Margaret Thatcher, Ronald Reagan and Adam Smith freak you out, or if you think terms like traditional American values, capitalism, free markets and personal responsibility are obsolete, this job may not be a fit.
And here’s another great hook from my friends at Atlas Network: You came to DC to work on some of the world’s biggest challenges. And there’s no bigger challenge than helping to secure people’s freedom and prosperity. Freedom to make choices that are best for the individual and their families. Prosperity to lift people out of poverty. That is where Atlas Network comes in…

What Needs to Be Done – Why is this position important to the success of the organization? What are the core responsibilities? How will this person work with other staff members and fit into the existing team? How much travel is required?

Who Needs to Do It – What does the ideal candidate look like? Make sure to address years of experience, background, education, and temperament. Which elements are required and which are preferred?

Provide Enough Detail – But Not Too Much – One paragraph isn’t going to cut it, but let’s not model the description after The Grapes of Wrath. If the role is relatively straightforward, 300-500 words might be plenty. An executive or more complicated position might require something closer to 800 or even 1000 words. Case in point: a client recently sent over a detailed three page job description; but he then took a step back and realized that if he were a candidate, he would be more intrigued by a concise, bold description written in real terms. His updated description was only 300 words — and it was gold!

Match the Tone to the Role/Organization – If your organization is high-energy and zany, make sure the description reflects that. Likewise, if your organization is buttoned-up and low-key, the description ought to be consistent with those traits. Unless you are consciously trying to change the culture there, go with a description reflective of your organization that will attract similar personalities.
What You Need From Candidates – Outline exactly what interested candidates need to send. You almost certainly need a resume and cover letter; but do you want the cover letter to address things such as philosophical interest in your organization’s mission and salary requirements? How about a writing sample? Without being too burdensome, ask for all of the information that will help you determine whether a candidate is worth an interview. Also, consider asking for the materials in one PDF. Maintaining one document per candidate is easier than trying to track 4-5 separate ones; it’s also a nice test to see if candidates pay attention to instructions.

If you factor in these points, I promise you’ll hit the next job description out of the park.

Talent Tip #80: The Power of Networking: Landing a Job (And Maybe a Dog-Sitter) in One Evening

Talent Tip #79: Two Solutions for Our Fundraising Talent Shortage

Talent Tip #78: O Fundraisers, Fundraisers! Wherefore Art Thou Fundraisers?

Talent Tip #77: The New York Times: An Unlikely Ally in Helping Us Find Talent

Talent Tip #76: Believe It or Not: Talent Market is a Nonprofit

Talent Tip #75: Field of Dreams: Job Descriptions That Attract Talent

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