As a longtime phonathon consultant, I have had the privilege
of seeing well over 100 phonathon programs in person and meeting hundreds more
phonathon managers. One of the most
common questions I get asked on campus or at conferences is which quality is
best in a phonathon manager- being creative or being analytical? I have listened to the arguments on both
sides, and both have valid points. But
based on my experience, the answer is quite simply- both.
I understand that answer may not be what everyone wants to hear given that not every manager has both skill sets in abundance. But to be a great (not just a good) phonathon manager, you need to qualities to handle the two main components of the job- understanding the numbers and leading the student callers. Managers who are boring or who just sit behind their desk (or worse yet, delegate all caller motivation activities to their supervisors) fail to lead and inspire their callers to greater heights. In these situations, managers sometimes assume that callers do not need goals; that they know what to do when they come in to work. Perhaps they feel that since contacts are so low that goals do not need to be set. Instead of trying to find creative ways to keep their callers motivated and happy, they just play the same game every night. Big mistake. Complacent callers are under-achieving callers, and that is never good for a phonathon program.
Now I must admit, I got a little crazy on the calling floor sometimes. Professional, of course…but still a little crazy. I’ve been spotted dressed up as a game show host (corsage and all), video-taping caller interviews for a montage of calling year highlights, and taking pies in the face from callers who achieved lofty goals. I’m sure many other managers have done the same things (or even crazier) to motivate their staffs. Creativity and personality are important in the job. So long as it’s professional and mature, callers need to see management as willing to enjoy the march toward the goals. Calling shifts shouldn’t be painful, boring, or scary. They should be fun- with a purpose. And managers who make them fun stand a much better chance of retaining employees and hitting goals in the long run.
It’s my opinion that the majority of phonathon managers out there fall on the creative side of the fence. Many lack the skills of statistical analysis, but most that aren’t very good at math are simply afraid of the numbers. They have the capability, but choose not to use it for whatever reason. Often, they mistakenly believe that you have to know calculus or algebra to be able to set goals, forecast results, or spot statistical trends. In reality, all you really need to understand is how to add, subtract, multiply, divide, figure percentages, and ultimately…run a calculator. It’s understandable that many dislike math, but their lack of desire in this area shouldn’t hold them back from being a great phonathon manager. When I was a student supervisor or rookie manager, I made it a practice to set aside 15-30 minutes per day to review the previous night’s performance, understand how the numbers work, calculate goals on an individual basis, and project results to the end of that segment or program. The phonathon manager is the only person who has access, time, and an understanding of circumstances to perform this level of analysis. If they won’t dig into the numbers, who will?
Ultimately, a balance of both skill sets ultimately makes for the best phonathon manager. To be at the top of the profession, you will need both creativity and analytical ability to achieve record-breaking years and maximize the productivity of the program. I considered myself 55%-45% on the analytical side…very creative, but ultimately enjoyed trying to use the numbers to figure strategy and build a roadmap for success. I consider that a pretty good balance. Now, if a manager is 70%-30% one way or the other, then maybe they should seek outside opinions on how to improve that lower number. Talk to peers and colleagues about new motivational strategies or creative ways to set goals. Or, if it’s statistics that are given you problems, sit down with a pencil and paper and try to calculate the various percentages and averages associated with phonathon. Begin with the basics and ramp up to the more complex calculations. Participation, contact percentage, average pledge, upgrades, database completion percentages, calculating capacity, and more should be basic statistics that every phonathon manager knows and understands without hesitation. Forecasting long-term results and determining precisely how much improvement is needed in the major statistical categories to reach your goals is a bit more advanced...but still very realistic for any manager to understand.
The bottom line for creativity vs. analytical is this. Most of us feel more comfortable with one or the other. Some of us can do both very well, but almost all of us can get better at each. The best managers have copious amounts of both talents. They can relate well to the student callers and really get creative when it comes to motivation and leadership. In addition, they understand basic statistical formulas and use them on a daily basis to set goals and forecast results. I can appreciate those managers who struggle at mastering one skill set…let alone both. But creativity and analysis not only help you reach your program objectives, but I have found that they are good life skills to have for your next job or activity….whatever that may be.
As always, your comments are welcome.
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