Dear Dave: I work as the executive director of a nonprofit charitable organization. Lately, I’ve been wondering if I should hire an employee as a development person. I don’t want to damage the work we do, and I can’t help but look at bringing in someone new as a gamble. Do you have any suggestions? How do you handle situations like this? — Denise
Dear Denise: Over the years, I’ve found that you can reduce a lot of the fear when it comes to hiring simply by doing your due diligence — and then some — during the hiring process. I get what you’re saying, though. It’s kind of a gamble anytime you hire someone. But if you do your job during the hiring process, I’ve found that in most cases it turns into an investment rather than a gamble. Even then, some investments are better than others.
In your line of work, you need a lot more than a warm body in a chair. You need someone who really cares about your cause and is really gifted when it comes to physically, mentally and spiritually involving people in the community. In a sense, a development person is kind of like a salesperson. Good ones are worth their weight in gold, while bad ones will only cost you a ridiculous amount of time and money, while potentially tarnishing your good name.
Look for the best of the best, and don’t rely on resumes to tell you the whole story. At my office, we always have numerous interviews, and the process can go on for months. We’re also OK with not hiring someone and putting the position on hold for a while if we can’t find the person who is an exact fit professionally and personally. And remember, Denise. Like with all things, it never hurts to ask God for a little guidance!
