Adrian Owen Jones: How to Lean into Your Strengths to Become a Better Leader

Jeff Schreifels
Welcome, everyone. The non-profit community needs good leaders, and today I’m having a conversation with a fantastic developer of leaders: Adrian Owen Jones. She’s here to talk about what makes a badass leader. And for all you current leaders out there, she’s going to challenge you to help bring up younger leaders.

A little about Adrian—she’s a nationally recognized strategist and Certified Fundraising Executive who helps organizations grow through leadership development, organizational strategy, and technology transformation. She’s a partner at Success Labs and a LinkedIn Top Voice in strategy and philanthropy. She’s known for combining analytical rigor with human insight to lead large-scale change.

Adrian previously served as Chief Growth Officer—where I first met her—at a nationally acclaimed creative agency working in the non-profit and government space. She also led advancement operations for LSU’s $1.5 billion capital campaign.

Okay, it’s time for real talk.

Jeff Schreifels:
Hey Adrian, great to see you. I’m so excited to have you on our first Real Talk for Real Fundraisers podcast episode.

Adrian Owen Jones
Hello. Hi.

Adrian Owen Jones
I'm excited to be here.

Jeff Schreifels:
I met you for the first time at LSU, where I was invited to speak to the whole development team about major gift fundraising. You stood out to me because you asked great questions. You were curious and engaged. Ever since then, I’ve followed you on LinkedIn. It’s been years, and your posts are always insightful and uplifting. I remember thinking, “I want to know this person—she seems awesome.”

Adrian Owen Jones:
Well, I feel the same way, Jeff. When you spoke at LSU, it was a time when we didn’t have the tools or structure for success. We were still tracking portfolios on spreadsheets. I had downloaded your moves management template from the Veritus website and started using it throughout the organization like, “Y’all, this is the way, the truth, and the light.”

Jeff Schreifels:
That’s amazing.

Adrian Owen Jones:
I don’t even remember asking a ton of questions that day, but I probably did—I was just hungry for resources and eager to learn.

Jeff Schreifels:
Let’s talk about leadership. Maybe start by telling us what great leadership has looked like in your experience and how you’ve carried that forward in developing leaders today.

Adrian Owen Jones:
Sure. I’ve been lucky to have fantastic bosses throughout my career. I’m someone who asks a lot of questions—some people are open to that, and some see it as a threat. But the best leaders I’ve had were transparent, willing to share information, and clear about where the organization was headed. They brought the team along for the journey.

In my first role at a private family foundation, my boss let me sit beside her while we reviewed grant applications. She’d explain why one was stronger than another—maybe because they followed instructions well or expressed gratitude effectively. That donor-centric lens shaped how I’ve approached fundraising ever since: lead with impact and gratitude.

Jeff Schreifels:
That’s incredible. So many people haven’t had those kinds of leaders. I’ve worked under bosses who were more focused on their own growth than developing others. What does a good leader look like to you?

Adrian Owen Jones:
Someone who creates psychological safety. They challenge you, allow you to ask questions, and give space for failure. They set a vision, invite people in, and support you even when you make mistakes.

Jeff Schreifels:
Exactly. Some of my best leaders encouraged mistakes because they wanted us to take risks. That kind of environment fosters creativity and growth.

Adrian Owen Jones:
I recently worked with a non-profit whose core value is “initiative.” But their stories showed they punished people for not asking permission first. That’s a mixed message. If you want initiative, you need to create safety around failure.

Jeff Schreifels:
Absolutely. I’ve been in both kinds of workplaces—the ones that squash risk and the ones that let you fly. The latter is where innovation thrives.

Adrian Owen Jones:
Exactly. And leadership isn’t confined to titles. Everyone can lead. I used to tell my Advancement Services team that “everyone is a fundraiser.” Whether you're entering data or talking to a donor, your attitude and mindset matter. Everyone is a leader.

Jeff Schreifels:
I love that. How did leadership show up for you personally? Did you always see yourself as a leader?

Adrian Owen Jones:
I think I rose to meet the moment. Leadership today has shifted—it’s less command and control and more transformational. You have to be egalitarian, transparent, and adaptable. One of the most formative books I’ve read is Team of Teams. It talks about shifting from being a chess master to a gardener—your job is to create an environment where others can thrive.

And fun fact: I used to be a world-ranked World of Warcraft player. That experience taught me a lot about collaborative, adaptive leadership. You can’t win without knowing your team’s strengths and responding in real time.

Jeff Schreifels:
That’s wild—and awesome. When I was a kid, I used to organize bike races and even threw myself a birthday party that my mom didn’t plan. I handed out flyers and got kids to show up with presents. Looking back, I think that was my early leadership style: build community and rally people around something fun.

Adrian Owen Jones:
I love that. I’m a Gallup-certified Strengths Coach, and I hear so many influencing strengths in your story—probably Woo and Significance. You naturally inspire and engage others. My strengths are more in strategic thinking.

Jeff Schreifels:
Yeah, my top strengths include Strategic, Maximizer, Woo, Communication, and Activator.

Adrian Owen Jones:
I knew you had Communication and Woo! Mine are Futuristic, Strategic, Learner, Ideation, and Command. I love ideas and moving them forward quickly. Probably the oldest daughter in me.

Jeff Schreifels:
So good. And as leaders, how can we amplify voices that haven’t always been included?

Adrian Owen Jones:
Leadership teams often don’t reflect the communities they serve—or even their own staff. I’ve seen fundraising organizations led by white men with mostly female teams. That disconnect calls for radical transparency, humility, and openness to feedback—from your team and your community.

We need to collaborate with those already doing the work and elevate their voices instead of centering ourselves. Share credit. Build coalitions. The work is harder that way—but far more impactful.

Jeff Schreifels:
That’s such an important shift. Too often, organizations want to claim success rather than share it with the people doing the real work in the community.

Adrian Owen Jones:
Exactly. And it requires more time, more listening, and more emotional resilience. But that’s the work. Leadership is about creating space for others to lead.

Jeff Schreifels:
Let’s talk about strengths. You work a lot with Gallup. Do great leaders all share the same top strengths?

Adrian Owen Jones:
Actually, no. Gallup studied teams at Google and found that the best teams weren’t made up of people with specific strengths—they were made of people who knew each other’s strengths and leveraged them well.

I ask people to list folks they consider successful—Oprah, Taylor Swift, Joe Burrow. They all have different strengths. What sets high performers apart isn’t which strengths they have, but how well they lean into them. That said, the one strength that helps people rise to executive leadership is learning agility.

Jeff Schreifels:
I don’t have Learner, but I’ve grown to deeply appreciate it. Those folks go off, research something, and come back excited to share what they’ve learned. Every team needs at least one!

Adrian Owen Jones:
Agreed. Everyone’s strengths are valuable. But self-awareness is key. I always say, “Your team is your toolkit.” Surround yourself with people who complement you. I had a teammate who would help me slow down and prioritize when I had a million ideas. That balance matters.

Jeff Schreifels:
I’ve learned from my Activator strength—it’s great, but if I move too fast, I can steamroll people or miss important context. Self-regulation is so important.

Adrian Owen Jones:
Absolutely. Some of my biggest mistakes early on came from not thinking about how my words would land with someone else. Language matters. We need to slow down and think about the ripple effects.

Jeff Schreifels:
So true. Okay, final question—what’s one thing you’ve learned from a mistake that’s helped shape your leadership?

Adrian Owen Jones:
One word: stoicism. Early in my career, I made the mistake of thinking everything was about me. “Why wasn’t I invited to that meeting?” “Are they excluding me?” But the truth is, most of the time it’s not about you. Let it go. Assume the best. Focus on your goals and don’t waste energy on stories in your head. That mindset shift has made a huge difference.

Jeff Schreifels:
That’s so powerful. For me, it was learning to slow down and think through the impact of my actions on others. I used to jump into things as an Activator, and while that got results, it sometimes caused harm. Over time, I’ve learned to pause, ask for feedback, and consider the bigger picture.

Adrian Owen Jones:
Exactly. It’s not just about action—it’s about intention and impact.

Jeff Schreifels:
This has been an amazing conversation. Thank you so much for being my first guest on the show.

Adrian Owen Jones:
Thank you! This was so fun. Before we go, I’m curious—what’s the one strength you see most often in successful fundraisers?

Jeff Schreifels:
Curiosity. Fundraisers who are genuinely curious about other people are the best. They ask questions, they listen, and they remember. That makes donors feel seen—and eventually, known. And that’s what everyone wants.

Adrian Owen Jones:
Exactly. Thanks for having me, Jeff.

Jeff Schreifels:
And thank you all for joining us for Real Talk. We’ll see you next time.