A 30-Minute Agenda to Grow Capacity
Issue #008
This week's strategic brief (5-minute read)
Tuesday, 3:04 p.m. Teams Chat #17 pops up on your screen:
“Can you approve this $50K prospect plan?”
You hired a Director of Individual Gifts so decisions would leave your desk. Yet here they are, every day. Sound familiar?
Last week I asked which “system” is slowing your growth. Nobody blamed dashboards or CRMs. You pointed to people problems:
“My team brings me every decision.” “Our 1:1s feel like status updates, not growth.”
The fix isn’t another tool. It’s building your people, starting with how you run 1:1s.
The 1:1 Structure That Changes Everything
Traditional 1:1s focus on tasks and approvals. They train bright directors to wait for your green light. Strategic 1:1s focus on decision-making and building independent thinkers.
Here's the structure I use.
The 30-Minute Agenda
Here are the seven questions I ask in 1:1s:
- Wins: “What goals did you accomplish last week?” Focuses on outcomes, not activities. Reinforces accountability and celebrates progress.
- Priorities: “What are your top focus areas/goals for next week?” Forces prioritization and strategic thinking about what matters most.
- Blockers: “What’s blocking you or slowing you down?” Identifies obstacles I can help remove or systemic issues we need to address.
- Dependencies: “What are you waiting on from others?”
Reveals coordination problems and helps me clear external dependencies.
- Support: “How can I help?” Positions me as a resource and support system, not just an evaluator.
- Capacity: “Is your portfolio or project list manageable?” Ensures workload balance and prevents burnout from poor resource allocation.
- Open Floor: “Is there anything else you’d like to talk about?” Opens space for strategic thinking they want to develop.
Why it works: Starts with accountability, pivots to forward planning, surfaces obstacles you can clear, and ends with space for strategic ideas.
Coach with Questions, Not Answers
Instead of: "Here's what I think you should do..." Ask: "What factors are you weighing in this decision?"
Instead of: "That won't work because..." Ask: "What potential obstacles do you see with that approach?"
Instead of: "I would talk to..." Ask: "If you were in my position, who would you consult and why?"
Every question forces deeper analysis before you weigh in.
Systems Spotlight: The Escalation Ladder
Use this Escalation Ladder. Better yet, customize one for your fundraising shop. Share it widely and watch team capacity skyrocket.
They Own
(Green Light)
-Gift strategies <$50K
-Workflow tweaks
-Routine vendor deals
-Standard stewardship
|
|
We Discuss
(Yellow Light)
-Gift strategies >$50K
-New programs or pivots
-Staff performance
-Budget variances >10%
|
|
I Own
(Red Light)
-Strategic partnerships
-Major policy changes
-Crisis comms
-CEO & board engagement
|
The Decision Development Tool
When team members bring me decisions, I use this framework:
- What information do you have?
- What information do you need?
- What are your options?
- What's your recommendation?
- What could go wrong, and how would you handle it?
If they've got all five covered, they don't need approval; they need confidence in their judgment.
A 10-Week Sprint to Roll Out the New 1:1 Structure
Week 1: The Conversation
Don't surprise your team. Explain the change: "I'm restructuring our 1:1s to focus more on your development and decision-making. Instead of me giving you answers, I'll be asking questions to help you think through challenges strategically."
Expect pushback. Reassure them: "I'm not withdrawing support, I'm helping you develop so you can handle bigger challenges."
Weeks 2-3: Learning the New Format
Introduce one new element each week. Start with the question framework. Then add the Escalation Ladder.
Here's the hardest part: when they ask a question you can answer in 30 seconds, resist an immediate solution. You're good at solving problems, which is how you became the chief fundraiser. But every time you solve their problem, you rob them of developing that capability.
It will feel inefficient. A 5-minute coaching conversation could be a 30-second answer. Don't do it. You're investing in capacity building, not optimizing this week's efficiency.
Weeks 4-7: Building Decision Muscle
This is the messy middle. They'll test boundaries by bringing you Green Light decisions to see if you'll still solve them. Hold the line. Use the 5-step framework.
The temptation to revert will be strongest here. When they're struggling through a decision that could be solved instantly, remember, you’re building future capacity, not completing a task.
Weeks 8-10: Strategic Thinking Emergence
Now you'll see the payoff. They'll bring strategic questions instead of tactical problems. "I'm thinking about restructuring our giving societies. What factors should I consider?"
Most directors adapt within 10 weeks; if not, they may be better suited as brilliant implementers.
Coming Next Week
You're developing strategic thinking in your 1:1s. Now, how do you leverage that leadership when your direct reports are together? Next Sunday: "The Team Meeting Structure That Drives Strategic Thinking."
Reader Challenge
Pick one direct report. In your next 1:1, reply to every question with a question back before sharing advice. Track how the conversation changes. Do they approach problems differently? Do they come to better conclusions on their own? That shift from seeking approval to seeking guidance is where decision-makers emerge.
Your Turn
What decision do staff bring you most often that they should own? Hit reply. I’ll tackle the top patterns in a future issue.
Until next week,
Christine
P.S. The goal isn't to never be consulted, it's to be consulted on strategy, not tactics. When your team asks better questions, you’ll know your capacity for growth is ready to take off.
