Despite the widespread expectation that academic leaders participate in fundraising at their institutions, many administrators feel poorly prepared for development work. After all, they rose to their positions because of their success as teachers and scholars, their record of good management skills, and their ability to mix attention to details with an appreciation for the “big picture” of an institution’s needs. Is there any way, then, to make this activity less unpalatable for people who don’t enjoy development activities? What do you need to know about fundraising if the idea of asking people for money makes you nervous or uncomfortable?
A year ago I found myself serving as my university’s interim provost. After six years as a dean, I had been enjoying a sabbatical, a quiet time of writing, reading, and preparing for re-entry to teaching. I had grown tired of the administrative life and its seemingly endless series of problems to solve.
