Having talented staff on your development team is vital to your organization’s success, but hiring mission-aligned and qualified candidates is challenging for many organizations. Carefully preparing the questions you ask candidates is crucial. Incorporating this simple question into your interview process will shed some light on who you  should hire:

“What book did you read last?”

To help keep the discussion on track (and to prevent candidates from freezing up), clarify that you are interested in hearing about the book they read most recently that is at least somewhat related to your organization’s sector or mission area. Ideally, this will lead to a brief discussion of the book and how it relates to your work. The benefits of this question don’t stop there, though.

The candidate’s ability to answer this question demonstrates his or her ability to communicate when put on the spot.

This isn’t a question commonly asked in interviews or that most applicants come prepared to answer. Because it’s unexpected, it allows you to see candidates think on their feet. In the case of the unfortunate candidate who suddenly finds him or herself struggling to remember a book—any book—that they have read since they passed English 104, you may focus less on what they answer than on how they answer it.

Development staff are the donor-facing, fundraising-driving engine that keeps your organization moving forward. If they’re going to fulfill that role, they need to be strong communicators who can convey your mission and messaging to donors simply and sincerely.

Those conversations aren’t always easy, though. Donors ask questions or make assertions that require an off-the-cuff response that reflects your organization’s values. Asking candidates about their reading lets you see how nimbly they handle unexpected questions and guide complex conversations. If they can convey genuine interest in a book’s topic, it’s a promising sign that they’ll be able to excite similar interest in your mission in current and prospective donors.

First off, a caution: don’t fall for the trap of hiring the candidate who cites the most academically weighty tome. Don’t come in with a list of acceptable titles in mind. Don’t assume there are “right” and “wrong” answers (within reason; there are a few I could think of that would have both my eyebrows through the roof).

By viewing this question as a window into your candidate’s thinking through their reading habits, you may come to find that you can glean a great deal about their character. Their suitability isn’t indicated just by the words they read, it lies in the larger conclusions they draw and how they tie them to your mission.

Finally, the candidate’s answer can show the depth of his or her commitment to your mission.

Your goal should be to identify candidates who are interested in your work and understand your place in the philanthropic marketplace. This question gives the highly qualified candidate a chance to shine.

Any candidate worth their salt will have prepared answers to “What are your strengths and weaknesses?” and “Why do you want to work here?” Fewer, though, will have researched your mission area, and fewer still will have a personal stake in the causes you support.

A candidate with a deeper understanding of the issues you are addressing may find that this question opens up a deeper conversation about what societal, economic, and philanthropic factors affect your vision and goals. These conversations will illuminate not just who is qualified to join your development team, but who has a personal stake in your mission. This may be the difference between finding a perfect-on-paper candidate who only sticks around for one fundraising season and hiring one who grows with your organization for years to come.

Traits to Look for When Hiring for Development

Effective Communication Skills

• Clarity: Ability to articulate the organization's mission, goals, and needs clearly.
• Listening: Active listening skills to understand donor interests and concerns.
• Persuasion: Convincing potential donors to support the cause.
  

Relationship Building

• Networking: Ability to build and maintain a network of contacts.
• Trust-Building: Establishing and maintaining trust with donors and stakeholders.
• Follow-Up: Consistently follow up with donors to keep them engaged and informed.

Emotional Intelligence

• Empathy: Understanding the motivations of donors is often founded on emotional connections.
• Self-Awareness: Recognizing one's own emotions and managing them effectively.
• Social Awareness: Understanding the social dynamics within donor interactions.

Interpersonal Skills

• Approachability: Being friendly and easy to talk to.
• Professionalism: Even in the most casual situations a fundraiser must maintain a level of higher standards for themselves.
• Conflict Resolution: Handling disagreements and conflicts diplomatically
• Public Speaking: Comfortably speaking to groups and presenting at events.
• Composure: Remaining calm and composed under pressure.

Collaboration and Negotiation

• Teamwork: Working effectively with colleagues and volunteers.
• Flexibility: Adapting to different roles and responsibilities as needed.
• Compromise: Finding mutually beneficial solutions for the organization and donors.
• Patience: Handling long-term negotiations with patience and persistence.

Adaptability

• Resilience: Bouncing back from setbacks and rejections.
• Vision:  Knowing today's challenges are a part of long-term success.
• Innovation: Being open to new ideas and approaches in fundraising strategies.

Assessing these social skills during the hiring process can help ensure that the fundraiser will effectively engage donors, build strong relationships, and contribute to the nonprofit's success.