Here’s a topic that comes up often with some of our coaching clients – Especially when there is lack of role clarity around maximizing relationships!
A NATURAL PARTNER (N.P.) is a person (either inside or outside of your organization) who has a strong relationship with your organization and an existing relationship with the Qualified Prospect(Q.P.) – Or a reason to believe one can be established quickly!
Externally, Natural Partners can be on your Board, they can have a business relationship with the prospect, they can be members of the same club or organization or they can be fellow community leaders, etc.
Internally, the Natural Partner can be anyone from the President/Executive Director to top senior leadership, to a staff/programming person who has a great relationship with the prospect.
It’s important that you determine the difference between a RELATIONSHIP MANAGER (R.M.) and a NATURAL PARTNER.
The RELATIONSHIP MANAGER does not necessarily have to have an existing relationship with the prospect. Their job is to do exactly what it says – MANAGE THE RELATIONSHIP. The Relationship Manager is always a member of the ‘Green Team’ – I.e., directly responsible for maximizing relationships on behalf of the organization/impact. It is perfectly fine for multiple people within the organization to have a relationship with a Q.P. – as long as the Relationship Manager has been defined.
The NATURAL PARTNER can have an existing relationship, or the ability to create one immediately, but most importantly, they play and instrumental role in Team Selling. They can:
Help get the visit! Opening doors is one of the most productive things N.P. can do!
Predispose the Prospect to a great visit! A N.P. can send a great note ahead of the visit – “I know you’re meeting with Sharon on Friday – I’m so excited for the two of you to meet, for you to hear about the vision and getting more involved in our impact! I’ll check in with you after”
Follow Up! A call from the Natural Partner (after a check in with the R.M.) can be hugely beneficial. “How did it go? What did you think? What can I do to help?”
We use a Leadership Consensus Building (LCB) framework on nearly every project. At the highest level, this is a versatile framework to:
Create clarity around vision, message, priorities and plan,
Get others ‘on board’ with these elements, and
Build (funding) momentum.
This visual illustrates the LCB Framework:
I often describe Leadership Consensus Building as similar to coalition-building – You’re bringing people together around an idea, cause or vision and creating priorities, goals and buy-in. A natural result of this process is that everyone becomes invested in the outcome!
Leadership Consensus Building can be used in many ways and can help with these specific challenges:
Getting a board ‘on board.’ Think about strategically engaging each board member one-on-one (or in small groups) as part of this framework. (This is much better than holding a retreat and herding cats.) And, you can use a team gathering to start or conclude the process – We often do this in the form of a Vision Day!
Determining (funding) priorities. We often employ the framework to help with organizational development and strategic planning – facilitating this process to engage key leaders and stakeholders, listen to key issues and keep framing toward a common goal. The framework is essential to effective strategic planning with a team.
Predisposing prospects for campaign funding. This a great way to test and strengthen your message with your best prospects. Depending on the prospect you can say, with authenticity, “We want you to be our lead funder on this so it makes sense to sit down and talk through the priorities and plan well in advance of that conversation.”
Testing feasibility math. Leadership Consensus Building is about engaging key stakeholders with a working version of your message, model and math. It brings ‘to the market’ a real message and plan for discussion – versus a hypothetical! This is an alternative to a traditional feasibility study which means you can be…
Building funding momentum (while you figure out ‘the next big thing.’) I see too many teams who are waiting to engage in a funding conversation until _____ . While you get stakeholders on board with a vision and plan, this framework allows you to be sharing a future project AND asking for a commitment for a CURRENT project.
Because we spend so much time teaching this to leaders, I’m going to record a seminar on the subject this Tuesday, June 14, 2016. Blog readers can participate for free – More info and registration. On the call, I will walk through this visual and illustrate how it can be used in various ways, giving examples you can model. Actions:
Download and use the LCB Visual above
Send me an email (email@example.com) and let me know how you’re using it.
And, email me if you want to talk about how we can facilitate this process for you and your organization.