Five college presidents who were previously development officers tell what they have learned about the roles, including the importance of maintaining a vision for the campus; pressure on a college president to succeed in many areas and difficulty of scheduling; and the crucial role of mutual support in the development effort. (MSE)

Seven personality types, and corresponding work styles, are described and ways to foster their creativity in the context of the college/university advancement office are suggested. Managers are urged to lead staff members to develop talents, allow them to do so, and help them move to the next level of achievement. (MSE)

Five situations are posed in which a college advancement administrator must make an ethical judgment. They involve renaming a building named after a graduate, use of personal versus institutional funds for a sensitive information search, use of unrestricted gifts, respecting donor intentions, and candor in information dissemination. Readers are…

Advice to help a college or school development officer work effectively with a new chief executive officer includes participating in the search, making early contacts with the new administrator, coordinating working styles, keeping staff informed and comfortable with new processes, and launching new fund-raising initiatives as soon as possible.…

Identifying and obtaining external funding for two-year colleges require an approach which is consistent with the particular scope and mission of such institutions and which takes into consideration the priorities of funding agencies. Faced with divergent functions and financial/staffing constraints, two-year college development officers must not…

Advancement services, the group of functions that support fundraising and alumni relations, has evolved to include donor relations and stewardship, data processing analysis and programing, budget development and analysis, and event management. Centralizing these services under a single manager can lead to greater productivity. (MSE)

College and university advancement managers offer these keys to motivating employees: open communication, acknowledgement of management style, team building, encouragement of innovation, spreading opportunities broadly, promoting personal growth, creating reward systems, evaluating fairly, and strong leadership. (MSE)