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Daily Nuggets: A For Impact Blog

The Elevator Pitch is Dead


“What’s your elevator pitch?”

The lore of the elevator pitch comes from the early days of Hollywood when one would hope to trap an executive in an elevator and ‘pitch.’ The Elevator Pitch is an enduring shorthand that represents the simplest description of what you do.

You need brevity and simplicity… but simplicity alone is not your goal! Your goal is to get the other person to say, “I get it!” or “I want to learn more!”

The Elevator Pitch is dead. What we aim for is Elevator Engagement.

We achieve our goal more effectively and efficiently if we focus on the two-way (engagement) and not the one-way (pitch). Instead of spewing for 20-60 seconds (even if succinct), think about one great question you can ask the other person to get them ENGAGED in a conversation.

At our boot camps we do an exercise to illustrate that you can actually communicate WAYYYY more in 60 seconds by simply asking one or two questions than you can by talking (however concise you may be). It works because:

  • In asking a question, you start with the other person’s construct (or gestalt!).
  • We become fully engaged when we are talking. So, the simple act of getting the other person to talk changes the level of engagement. (This is Dale Carnegie 101!)
  • If you start with a question, you immediately learn what is pertinent and non-pertinent. You can use a short amount of time on relevant information.
  • Finally, we can position our work in their words. LISTENING is one of the most powerful selling skills in the world.

Earlier this year we were helping an organization make a neuroscience pitch to a foundation. The executive director was asked to appear before the foundation board and ‘make a pitch’. We had to reprogram her default, one-way pitch, to instead starting with a question to the panel of eight. She simply asked, “Has anyone ever had experience with a stroke, or a family member that’s had a stroke?” The board chair raised his hand and then spent two minutes talking about the importance of neuroscience research. Others jumped in. They were engaged — fully.

The executive director was able to simply build on the conversation. Though she had eight slides prepared, she found she only needed to use three of them (in response to the conversation). The board said it was one of the best pitches they had ever received – that’s because she didn’t pitch; she engaged.

She was awarded the grant!

Nota bene: There are many circles (usually tied to funding communities, e.g., silicon valley and nyc / financial) where a ‘pitch-deck’ is standard affair. Don’t let the ‘pitch deck’ put you in ‘pitch mode.’ As in the neuroscience story, you should focus on engagement. And, of course, we’re partial to the one-page pitch deck!

“Can You Get Me A Proposal?”


Have you ever finished a great visit and had the prospect say, “This is great – Can you get me a proposal?”

If someone asks this we need to simplify on the spot – “Sure thing. Are you an email person?” (Everyone is.) “Would it be okay if I summarized our conversation in bullet point form and shot that back by email?”

Save yourself HOURS by converting ‘proposals’ to ‘bullet points.’

Read more on Follow Up.

You Need to Have a Clear Answer to This One Question


When a Qualified Prospect asks, “How can I help?” you need to have a clear answer.

The fact that most organizations don’t have a clear answer is one of the biggest funding challenges in the ‘not-for-profit sector.’

I’ve heard many default responses that fall into these categories:

  • “I’ll get back to you.”  The fundraiser then heads back to the office, calls a meeting and says, “Prospect X is willing to help! What should we ask for?”  The team then makes up something that they think might be most attractive.
  • “Maybe you could come to our event?” The moves management route… “Would you consider joining our board?” Or [insert other ‘move.’] The prospect has already ASKED how they can help – You need an answer, not a chess gambit!
  • “How do YOU want to help?”  This is just a weak way of engaging.  I think too many in this sector are afraid of coming off as too aggressive if they answer truthfully.  If you are authentically representing your IMPACT, and they have asked to help, then it is your responsibility to Present the Opportunity.

In self-assessments, most organizations can identify challenges with prospecting, messaging or board support. But rarely do they say, “Everyone always asks me how they can help… And I don’t have a clear answer!”

Simply bringing attention to this could have a tremendous impact.

On my last three visits I’ve heard this from prospects, verbatim:

  • “Tell me concretely, how I can help.”
  • “I’m not ready to make a commitment today, but what do you need?”
  • From a foundation: “What’s a way we can be most helpful to this work?”

Here are some ideas and resources to help you answer the question “How can I help?” – all of which fall under our Just Ask! philosophy:

  1. Have a simple (major gift level) ask that works in every situation with every person.  

    We’re a big fan of the Leadership Circle for this reason. It represents your simplest ask around the most compelling (and general) areas of your case. It’s not used to maximize a relationship, but it offers a clear answer.

    E.g. “Our Leadership Circle is a group of people – like you – who GET the mission and are invested in our cause at the $10,000 level. Collectively, all the Leadership Circle members generate $1M a year that’s used for unbudgeted and timely priorities. Would you be willing to join?”

  2. Use the “Champion-Invite-Invest” framework.

    This is a great way of making the ask multidimensional.  On its own it’s no more clear than ‘give or get,’ however, you can use the framework to ask for specific help as a champion… specific referrals… and specific opportunities for investment.  (Watch 3 minute video.) 
  3. Develop a specific ask around a project, priority or plan.  

    This allows you to ask for support around a specific project (and corresponding funding number) OR a funding plan.  (Watch 3 minute video.)

In order to ‘Just Ask’ you need to HAVE an ask.

Selling Happens at 30,000′: The Jerry Maguire Close


Leigh Steinberg is a sports agent who represented the No. 1 overall pick in the NFL draft a record eight times – a milestone unmatched within the sports industry.

Steinberg is often credited as the real life inspiration of the sports agent from the film Jerry Maguire.

Reportedly, Steinberg had a chief aim when going into any negotiation – to get the person he was with to agree that his athlete was the best (fill in the blank: quarterback, running back, etc) in the league. Once he got them to agree the rest of the negotiation was pretty easy.

Selling happens at 30,000′.

The number one question of every investor is, “Why do you exist?”

If the person you are talking to doesn’t care about your WHY, it’s very hard to talk to her about the what and the how. Conversely, if your WHY is her number one priority (i.e. you have the best running back in the league), you need establish that fact as early as possible.

More on closing here.

 

 

What Does An ‘Ask’ Look Like? A Checklist.


A few weeks ago we published “10 Action Steps to Help you Engage in 2016.” Over the next 10 weeks, we will use each action step as a week long theme to help you get it done!

This week’s theme is: Just Ask. Just Ask. Just Ask.

In the For Impact world A REAL ASK satisfies this checklist:

  • We were WITH a prospect – physically.
    See Just Visit. There are exceptions to this but 19 times out of 20 the ask is done in person so that there is engagement and dialogue.
  • We asked the prospect for specific help with a specific project, program or level of support.
    In doing so the dollar figure was clear. Example: “John, we need your help, would it be possible for you to underwrite this project for $20,000?”It wasn’t open-ended, we didn’t ask, “Could you give whatever you can give?”

    Also, in being specific, the funding rationale wasn’t for ‘unrestricted’ or ‘operations’ – those aren’t specific. (See: Have a Funding Rationale)

  • The ask was a dialogue – a back and forth with questions and listening — so that we could ensure that we were maximizing the relationship at this given moment.
    Read: The Ask as a Dialogue to help with this concept.
  • We will expect a YES or a NO – and will follow-up accordingly.
    Thinking about how to get to a YES or NO ensures you have covered appropriate mechanics and you can continue within a sales process. Otherwise, there is a risk of pending into oblivion or unclear follow-up.

Without the definition provided by this checklist we often find:

  • A visit is scored as an ask.
  • There is no real ask – but rather a suggestion that it would be great to have the prospect’s help.
  • Some psychological shift whereby the salesperson only asks AFTER the prospect says he or she would like to make a gift. That’s not an ask. The relationship certainly wasn’t maximized and it’s an incredibly low return-on-energy methodology.
  • The salesperson raises money without asking. This is similar to point above. To be clear, just showing up DOES yield funding – this is our point behind JUST VISIT!But, in terms of measurement this is harder to spot (and therefore coach around), and usually shows up because a sales person will report the following:
    • 25 visits
    • 20 asks
    • 3 commits
    • 0 declines

    If you follow this ask checklist, you SHOULD get a ‘no’ from time-to-time.

  • There was a request for help, but there was no funding rationale or dialogue. We see this with a lot of organizations that ARE raising money. They’re out visiting, they’re asking the prospect to help but they’re not maximizing the relationship. (Not the worst problem in the world – but usually leaving tons of money on the table).

Some reminders:

  • We’re pushing for everyone to be more assertive. That doesn’t mean you always have to ask for funding on the first visit. There are certainly many times where it’s a discovery or predisposition visit (but never 4-5 ‘cultivation’ visits before we ask).
  • Kerry was with a client last week and they visited with a high capacity prospect for a first time discovery visit. There was no ask, however Kerry did ask for permission to make the ask. She closed the visit by saying to the prospect, “Today we wanted to share the vision and see if we could get you on board with our story. As we move along would it be okay to talk to you about supporting that vision?”