The New Era of Hiring Gift Officers: Fostering Hunger Over Experience in Higher Education Advancement

Higher education is markedly different than it was even a decade ago. Once viewed as a national asset, it is increasingly treated as a commodity. As institutions seek non-tuition revenue streams to maintain financial health, the role of advancement divisions becomes paramount. The healthiest universities will be those with well-resourced advancement teams.?

In this evolving landscape, hiring gift officers based on their hunger, passion and resiliency rather than just their prior experience will yield the best results. Ideal candidates will be resilient, eager to engage in the demanding aspects of the job and committed to building long-term relationships with their community. By prioritizing these attributes, I work to cultivate a new generation of advancement professionals ready to meet the challenges of higher education head-on. In this article, I will focus on how I have shifted my focus in this area and why I think it is important.?

The Current State of Higher Education?

Navigating the complexities of today's higher education landscape requires confronting numerous challenges essential for institutional thriving and survival. Enrollment numbers are dwindling, with a larger cliff looming (see Inside Higher Ed's article on enrollment trends), causing many institutions to struggle with attracting and retaining students. The public perception of a college degree is evolving, often negatively, particularly for liberal arts compared to STEM disciplines. Institutions find themselves embroiled in political issues, pressured to take stances that often alienate segments of their communities. The emphasis on diversity, equity, and inclusion initiatives has never been more pressing; however, institutions grapple with effectively implementing these efforts, with many states and institutions divesting from them. Furthermore, intercollegiate athletics is in a state of massive disruption, facing scrutiny over financial sustainability and a shift toward a professional model, adding to the economic pressures on universities (NPR coverage of college athletics financial challenges). Families increasingly question the value and return on investment of a bachelor’s degree, especially given rising attendance costs and student mental health concerns. In my home state of Washington, a recent gubernatorial candidate ran a commercial with the promise to propose legislation eliminating the requirement to have earned a college degree for state jobs.?

These issues culminate in a pressing reality: the costs of education and providing an excellent, high value student experience are rapidly escalating. And, while net revenue per student (a very important higher education financial health metric) ticked up slightly in some categories this year, it has mostly declined during the past decade, resulting in increased budgetary pressures on most institutions, specifically those with smaller endowments. This is most often due to extensive (often unfunded) discounting (“scholarship”) practices necessary to compete for a declining number of students. Data from the National Center for Education Statistics highlights this trend, illustrating the increasing expenses families must bear. The economic model of higher education continues to be a challenge, one that must be funded in new, innovative ways. Strong leadership is and will be needed to navigate these turbulent waters, as is building and retaining strong advancement teams with high-performing gift officers.??

The Importance of Strong, Healthy Advancement Shops?

In this challenging climate, the role of advancement and fundraising shops—particularly in securing philanthropic support—has never been more critical. Revenue needs are escalating, and the Chronicle of Philanthropy has reported a decline in charitable giving to higher education in recent years. As many donors diversify their philanthropic interests, it’s crucial for universities to acquire new donors and retain existing ones.?

Large-scale endowments are essential, yet institutions should stop hoarding these resources; they must invest wisely and spend at a higher rate (5% or greater) to address budgetary concerns and enhance the overall student experience. The use of advanced technology, including up-to-date customer relationship management systems, is vital in modern fundraising efforts. The trend toward massive campaigns—often in the hundreds of millions or even billions—underscores the need for robust advancement strategies, as evidenced by recent successes like, Santa Clara University’s $1 billion campaign,? Duke University's $3.9 billion campaign and Stanford University's $7 billion campaign.?

Additionally, artificial intelligence (AI) holds great potential to enhance efficiencies and foster innovation in advancement work. A recent benefactor and tech industry leader I work with noted, "We should not fear being replaced by AI; instead, we should fear being replaced by those who utilize AI." This shift in how gift officers can do the work directly explains why adjusting who advancement shops seek to do the work matters.?

Advancement professionals also must excel at promoting their institution's brand and value, serving as vital connectors between academia and industry. By leveraging their expertise, they can forge partnerships that enhance both educational and financial outcomes for universities. Institutions prioritizing funding for their advancement teams tend to see a positive return on investment, as demonstrated by the University of Southern California's recent fundraising success in the past decade.?

Hiring Major Gift Officers: A Shift in Perspective and “The Grind” of the Job?

In light of these challenges, I’ve re-evaluated my approach to hiring Gift Officers, particularly Major Gift Officers. Traditionally, I prioritized candidates with extensive fundraising experience. Currently, I am very fortunate to have a high - performing, resilient team that is committed to success. However, as I work to enhance and grow the team, I am shifting my focus to finding individuals with a genuine hunger for the role—those with high emotional intelligence and a passion for higher education who can handle the "grind" of this position.??

When speaking of the “grind” of being a gift officer, that includes planning and organizing the work, utilizing advancing technology and data (including AI), cold calling/emailing potential donors, handling setbacks and uncertainties, being comfortable with long timelines and complexities with gift conversations, navigating a “no” (sometimes when it is least expected), managing the pressures of metrics and ever increasing expectations from supervisors, managing a donor’s mentality surrounding politics, institutional positions, etc., and finally, ensuring a donor’s funds are spent appropriately and then-- starting the process over again. I often remind gift officers who work with me to build their resiliency and "live in the middle," meaning they shouldn't get too high when things are great or too low when things are not going well. It is how you survive and advance in this career.?

To manage this “grind,” yet also find joy in the job, I seek candidates who are self-starters and have a skillset to be able to figure things out, capable of navigating challenges independently while embracing foundational training. Experience alone doesn’t equate to success; it’s the fire in a candidate’s belly and their willingness to persevere that truly matter to me. In today’s landscape, gift officers must be comfortable with metrics and accountability, as success in fundraising is often measured by last year’s results. I firmly believe that fundraising has both an art and a science to the work. The most successful gift officers are those who take the time to craft their approach in both areas, including learning the organization's culture, priorities, and ways of being, while constantly working to be better and more efficient.?

As a supervisor, it is important to support career advancement for your team. I spend a lot of time wanting to deliver this for my team, often navigating internal processes and procedures, shifting human resource philosophies (and transitions) over time, and resource allocations. That being said, I am 100% committed to helping my team find their way forward to grow in their careers. But this is a two-way street. Gift officers who are in a hurry to advance to the next role before they are ready often fail because they do not allow themselves adequate time to learn how to navigate the seen and unseen forces of an institution and advancement work. However, there is a balance; being too comfortable in a gift officer role can be counterproductive. A certain level of reasonable ambition is beneficial. This is also where hunger matters. This is not easy work, and those who are resilient gift officers will ultimately make resilient managers.?

Moreover, longevity in the role is critical. I have started to prioritize hiring candidates who are willing to commit for several years (often starting in other entry-level positions in advancement), fostering stability within our advancement team. The best gift officers understand how to translate and align donor interests with an institution’s academic missions and strategic priorities, which can often be unclear, complex, and evolving. This can take time to learn. Academia does not follow the same engagement processes or operate at the same accelerated operational speed as industry, leading to frustrations for donors and gift officers more accustomed to quicker decision-making. Furthermore, gift officers who have a generative, strategic mindset typically have higher success rates bringing in transformational gifts.?

Resilience is another key trait of successful gift officers. Fundraising often involves facing rejection and navigating complex (sometimes lengthy) gift negotiations. The best candidates for gift officer positions should demonstrate the capacity (and moxie) to handle these pressures and remain motivated amid challenges and uncertainties. While prior fundraising experience is valuable, it doesn’t always translate seamlessly to the current environment, which is why I find value in developing talent from within.?

Understanding an institution’s culture is crucial; those who grow within the organization are often better equipped to navigate its nuances and political headwinds. Higher education often seeks the "magical" external candidate for all types of positions, then expects them to solve existing problems and perform at the highest levels, without a proper understanding of the current culture and internal complexities, often leading to high failure rates. Promoting a gift officer from within can save valuable time and mitigate steep learning curves. During the hiring process, I now look for candidates who exhibit comfort with metrics (and pressures) in their previous roles, can articulate a reasonable commitment to longevity in the position, and the characteristic of resiliency. Stories of resilience and growth following setbacks particularly indicate to me one’s potential to succeed as a gift officer.??

In summary, I have shifted my outlook when hiring gift officers, transitioning from a sharp focus on experience, instead to a focus on hunger and resiliency characteristics. I would love to hear about what hiring and team development perspectives have worked for you; reach out in the comments or send a direct message to me to continue the conversation. In my next article, I will cover how academics and athletics fundraising staffs are best positioned to work together in this disruptive time with NCAA athletics?

Jeff Geldien is in his 17th year with Gonzaga University. He is currently serving as Assistant Vice President of Development overseeing annual, major and planned giving for the division of University Advancement, and works closely with Gonzaga athletics fundraising staff, as well as university leadership to advance strategic priorities.?

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