Whether you’re creating new business opportunities, fundraising for an organization, or simply networking, there are some valuable traits for cultivating relationships. As a follow up to my last post on prospect calling, here are some thoughts on building professional relationships that last by someone who knows her business.
Many of the transactions that need to take place between clients or donors and organizations need to be based in trust, essential for establishing a foundation for the work that follows. Increasingly, that involves a less formal relationship. Driven by the casual nature of today’s technology, including social media, texting, and even email, establishing an honest balance between professionalism and familiarity can be challenging. But you need to find that balance to create the trust. Because without this foundation, there won’t be a transaction and that’s the true goal of cultivating prospects.
For many of us this stewardship is an ongoing process, the life-cycle of this relationship is long–often years–so how do you keep yourself relevant and compelling as you move your prospects through the process of supporting your organization or business?
1. By being “pleasantly persistent,” as Bonnie Cox says. Cox, a twenty-year veteran fundraiser, uses all of the tools available to her, but relies on her ability to tell the stories of her organization through the real relationships she builds with her prospects. Through social media, phone conversations, emails, and texts she shares news and updates, visits and encounters with alumni.
“Do you have
a moment to talk?”
2. Cox often opens a conversation with, “Do you have a moment to talk?” Getting that first “yes” is an important step in the process. Keeping her language positive is another piece of the puzzle. But asking them to share their experiences with her institution is the most crucial piece. These anecdotes combine with contemporary examples of teaching and learning taking place at the college. They become the stories she shares with other prospects, creating a compelling portrait of a common narrative. And forging the circles of connection with alumni allows her to build a case for making the organization a philanthropic priority. That case is often shaped through her ability to make a connection between a donor’s interest and the institutional priorities of the organization.
3. This kind of personal engagement requires meeting prospects on their own turf, in their own time. It’s not a 9-5 job in the real sense. “If a prospect calls me on the weekend or the evening, it’s because that’s when they have time and it’s important to be available to them on their time. I often respond to texts, voicemails, and emails on the weekends for that reason.”
There’s always a case to be made for supporting your work with data, for creating messages that are mission-driven, and for relating the exceptional work being done at the institution to drive support. But it is often the stories of challenge and success–creating a shared narrative–that motivate giving.
And, after 15 years in the same institution, many alums rely on Cox as their conduit for information about the college, welcoming her calls as they would a friend. That’s the sweet spot in cultivation and stewardship, because she often feels the same way.