Q: We updated our fundraising department with new software that allows us annually to reach thousands of targeted prospects. Our current Development Director does not know how to work the software, and she is a bit of a technophobe. Already, we see gaps between how she conducts outreach and what our new software can do. What should we do with her?
A: It sounds as if the Development Director has a tried-and-true method of accomplishing things but that the software may accomplish at least some of those things with greater efficiency. That being true, you really have three options:
- Hire someone with the expertise you need to work with, for or above her;
- Train her in the new program, or
- Fire, downsize or get rid of her in the fundraising department.
Is she open to taking direction from someone tech-savvy? Based on your description, training her might prove a bit of a challenge. How well will she respond to having a younger/more technologically proficient supervisor? Getting someone (probably younger) to work with or for her might be a happy solution if your budget. Only you know the personalities involved and the likely interactions if you set things up so she has to regularly interface with a tech expert.
Underlying my questions, however, there is a deeper concern. Ageism plays itself out in the workplace under many guises. Be careful you do not dispense with someone based solely on her grasp of technology if she has other valuable skills to offer. It is clear that those with an aptitude for computer-based research have a competitive advantage in this marketplace. However, there are also many other skills that add value to the enterprise. For instance, in development, the ability to identify and sustain important relationships is critical. Does your employee have strong skills in these areas? Will the technological proficiency replace all other skills required to grow a successful development department, or does it enhance the necessary relational aspects? If you deem the new technology as critical to the success of the department, how can you strongly encourage acquisition of the skills needed to benefit from this new program while honoring her existing skill set?
I do not have the answers to all of these questions, but I do suggest you have a chat with your technophobe. Explain the critical nature of the technology involved, reference her other skills, and ask her how she suggests you both proceed. She might take on the challenge of learning the new technology. If your budget allows, why not give her this option? That way, you play to her strengths while still getting the proficiency you need to take advantage of the many outreach methods the social media, targeted databases and the Web provide. Or, it is just as plausible she might suggest hiring additional tech support for her. Budget permitting and with her cooperation, this could work well. Unless she completely resists every other workable option, steer clear of the third option of letting her go. With a little luck, you will not have to resort to it.
It is easy to be frustrated when you are excited about an advancement while someone else seems to resist it. In such a case, take a step back, and work with that person to help bring him or her “up to speed” on what is new. Resistance may simply be coming from a place of fear of the unknown. Your effort to educate should bring about the buy-in and excitement you are wanting.
Contact Karen Alphonse at Karena@execSearches.com or visit ExecSearches.com for more information about our career coaching services.
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Good article , it is very interesting , thanks so much .