Organizing the Dean’s Office for Development 61 the table, and proceeded to explain the plan to one of the donors who seemed excited about the project. The other donor received little of the director’s attention during this presentation, and alienated, ended up not supporting the plan. And it was my fault—I did not explain in advance the timing of the meeting and how this center director’s plans would be incorporated. (JCH) Not all chairs are at ease with the ask, yet their role is crucial in leading up to that stage. A strategy that has worked well for one department with a large alumni base in a major metropolitan area two hours from our campus: working with my office, the department organizes a faculty panel around a timely topic of general interest, to be held in a convenient downtown location. An hour-long reception follows the panel. Following the reception, the chair and I host an intimate dinner for a few major prospects, at which we come to know them better and, depending on the group and the moment, make an elevator pitch for a particular initiative. Improving the Performance of the Dean’s Office Management books profess that establishing trust is a key, if not the key, component in working relationships. Development officers are expected be the best at solicitation strategies; understanding college politics and leading faculty are not part of their skill set. Deans have been selected by their colleagues because they are the best managers and leaders for the college’s academic improvement; fundraising is not our primary respon- sibility. Therefore mutual trust is a prerequisite for this relationship; you must trust that your development officer is the best placed individual to provide you with feedback on how you can improve in your develop- ment role for the college. As part of trust, being able to accept candid and constructive feedback from each other is critical for improving the development capabilities of the office. As a dean, you are familiar with an annual review process which includes a summative appraisal and formative development meeting. While such an annual review is important, it is not the most important