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My dog is full of energy and constantly on the lookout for new entertainment. Working in partnerships can sometimes feel like we’re chasing our own tails, but not as much fun. They’re sucking your time and energy for not enough $$$. Then you won’t waste time on those energy suckers with a too-small ROI. Don't miss a blog.
Good leadership is critically important to light the fire for successful corporatepartnerships. It’s not enough to rely on the talent of a few partnerships people. Leaders need to build the scaffolding that enables partnerships to be sustained and grow for years to come. Sign up to our weekly newsletter. Organisation.
My dog is full of energy and constantly on the lookout for new entertainment. Working in partnerships can sometimes feel like we’re chasing our own tails, but not as much fun. They’re sucking your time and energy for not enough $$$. You’ll also waste lots of time talking to dead-ends or energy suckers.
In corporate-community partnerships we see this problem regularly. An organisation commits to building corporatepartnerships, sets some goals but often comes up short. Corporatepartnerships come with risks to your brand and reputation and must be managed carefully.
Last weeks CorporatePartnerships Everywhere conference was an incredible injection of inspiration and advice from expert speakers. Building corporatepartnerships is like making wine Matt Turner from Creative Pod said that building corporatepartnerships is like making wine.
We know it can be difficult to build corporatepartnerships in this challenging economic climate. Know when to say no and avoid wasting time on partnerships that drain your resources. This creative energy motivates them to engage with and follow up on leads.
With the new season of Formula One beginning this Friday, we were reflecting on the ways that the world of corporate-charity partnerships is similar to the world of the race-track. We’ve come together to share the five key lessons Formula One can teach us about corporatepartnerships. The power of testing.
Including 6 learnings on building corporatepartnerships. That’s how I used to view corporate fundraising. All that has changed, because now I understand the basis on how to build corporatepartnerships that last. You focus on the shared purpose between your charity and the potential corporate partner.
We know that non-profit leaders often have unrealistic expectations when they embark on a corporatepartnerships program. But corporatepartnerships are complex and take time to build properly. Take a hard look at the energy suckers who command your time, energy and resources but haven’t committed much recently.
Joining forces with Georgia McIntosh, I’m expanding my impact through BePartnerReady.com®, empowering non-profits to forge transformative corporatepartnerships and at the same time, ensuring that my legacy is in good hands. Explore options such as corporatepartnerships, bequests, even a social enterprise.
Your energy follows your attention, as anyone with a demanding toddler will attest. It’s too easy to have your attention stolen by people and events that are energy suckers, giving you little return for your effort. Don’t be afraid to explore the enormous potential of partnerships for your organisation.
As Yogi Berra once said “ if you don’t know where you’re going, you’ll end up somewhere else ” That’s why the BePartnerReady.com® process starts with setting an intention for corporatepartnerships. Keen to set a corporatepartnerships Intention? You’re in luck!
That can be weekend cycling rides or partnership success. Progress in corporatepartnerships is a tricky thing to measure but needs careful attention. Unfortunately, corporatepartnerships don’t play by the same rules as they’re not formulaic, they’re relationship driven. Learn from success and failure.
The F word in partnerships is “fundraising”. Corporatepartnerships are typically the awkward teenagers in a non-profit family; they look familiar, but it’s an uneasy fit. That’s why partnerships are usually corralled into fundraising. It was lucrative annual income that boosted the partnership team’s KPIs.
Culture of collaboration We know that corporatepartnerships take a whole of organisation effort, so there needs to be a culture of collaboration to support them. If you’d like to sustain your corporatepartnerships over time, you need to continually innovate. Tokyo is a city of 37 million people.
When non-profit leaders set partnership targets at the end of each financial year, they’re invariably about income. Apart from staff salaries, they often overlook the true costs of corporatepartnerships and how to assess them properly. Probably not- so why are you waiting to explore corporatepartnerships?
Lack of investment in your partnership people leads to rapid turnover and a break in relationship continuity. It’s harder to build a strong and meaningful corporatepartnership when your people change so often. Corporatepartnerships provide an opening to new channels, audiences and donors. Fundraising value.
It’s a challenge for charities to keep the relationship with a corporate partner fresh and engaged, especially when the partnership has been established for a while. We often talk about partnerships as a marriage, not a speed date. The corporate chose some high performing staff to attend and then blog about their experience.
If you’re reflecting on your corporatepartnerships’ strategy, now is an ideal time for a review. It’s only then that you know the value of your brand and your assets and can articulate what you can offer in return (a partnership is, of course, a two-way exchange of benefit). You’re in luck!
B2Bs like Woodside, BHP and Origin Energy have benefited from increased demand and a rise in profit. When considering your corporatepartnerships strategy, focus on the facts, not scaremongering. These sectors include travel & tourism, energy, food & beverages and tech (especially market disrupting tech) [5].
When organisations ask partnership people to focus on bringing in corporate money, they miss the point. Whilst cash helps to grease the wheels of operations, that’s not what partnerships are all about. Adding the input of brilliant people at the right time can inject new energy and provide a disruptive edge to the organisation.
But the brainpower needed to constantly switch drains our energy and we end up more tired and less effective at all of them. Resilience is important for corporatepartnership executives. It takes a lot of effort and lead time to win and develop a corporate partner.
When you’re working hard for corporatepartnerships and your CEO is pushing hard for more income, it’s hard to see that the much needed path to prosperity is actually a blind alley. Here are some common ways we can get stuck and unstuck on the partnership path.
The mantra we often hear from partnership managers is that a partnership is ‘all about awareness’. We usually find that a partnership is all about awareness after the corporate decides not to give you any cash. Brand awareness is a useful benefit from a corporatepartnership but should only be one pillar of value.
So, the Remarkable Partnerships team have put together six recommendations on how to stay positive in the pandemic. If we let ourselves, it can be all too easy to see the barriers to building major corporatepartnerships and declare it an impossible task. Be inspired by others’ successes. Everyone will be better for it.
Digital mobilisation meets corporatepartnerships. It reminded us of something that Joe Waters of SelfishGiving.com raves about, which is the exciting area where digital mobilisation meets corporatepartnerships. At some stage our energy and optimism are going to take a dip. So, who inspires the inspirers?
In November 2018, a carers’ charity and a huge energy company announced a major partnership. It was the biggest partnership the charity had ever built. In October 2022, the impact of this partnership is unbelievable. The importance of focus. They needed to focus on fewer, more meaningful opportunities.
The investment of time and effort will help you get to the important issues quickly and show the corporate prospect that you’ve done the work to really understand their situation. Be prepared to walk away Partnerships take time and effort and you want to be sure you’re spending it on the real opportunities.
They probably range from your favourites who have supported you loyally for years and don’t ask for much in return, to some who are divas demanding continual attention and energy. If you have a large portfolio of partners of different sizes and needs you may be a bit overstretched in servicing all of them.
In response, companies and municipalities can address the challenges head-on by focusing on sustainable energy solutions, out-of-the-box business models, and efficient workflows. The impacts of these techniques rely on backwash maintenance, contaminant removal efficiency, speed, application diversity, and energy consumption.
It can be all too easy to find ourselves in a negative news cycle – the Cost of Living Crisis, the war in Ukraine, the Great Resignation – and imagine that corporatepartnerships success is impossible. Lyn Prodger, Partnerships Manager at AFK, tells us that the key to her corporatepartnerships success is being consistent.
So, before you start putting lots of effort and energy into your new job, make sure you clarify your objectives first. And at Remarkable Partnerships we want every corporate fundraiser to feel supported, especially in the early days. In other words, preparation is important.
Being able to build relationships is essential for corporatepartnerships success. Partnership is the name of the game – and that means you can’t do it alone. Goals help you increase your energy, excitement and productivity. Able to build relationships. This is because setting goals helps you gain greater focus.
So next time you’re in a meeting and there’s someone who is doing all the talking and they are really taking over they are probably ‘Yellow’ in their energy and want to be involved. Applying insights to corporatepartnerships. You will also see why you instantly ‘click’ with some people and not others.
The price of crude oil and gas has also risen sharply, having a major impact on energy-intensive sectors. Due to Russia’s invasion of Ukraine, businesses have seen major supply chain disruption that few process industries have managed to avoid. With increase costs for critical parts and materials, companies are facing a cash flow crisis.
Non-profits make the same mistake when trying to measure corporatepartnerships. How does that play out when measuring the success of corporatepartnerships? It’s fair that non-profits are keenly interested in receiving cash from corporate partners, but money is not always the thing that achieves mission success.
The corporatepartnerships then become program partners in building workforce skills. You wouldn’t pitch a partnership that focuses on PR or feelgood stories as the businesses are clearly keen to make a bigger impact that integrates with their core skills and needs.
Even though I explained that we needed to share the problems that people face to engage potential corporate partners, they refused to budge. This internal resistance diluted the power of the stories which made it hard to build partnerships. It wastes huge amounts of time, energy and money. Internal conflict is draining.
February is traditionally prime pitching time for new corporatepartnerships. Have you taken a hard look at your existing partnerships? There are always the energy suckers, who demand a Rolls Royce level of attention for a disappointingly low commitment in return. Does it spark joy?
We enlisted in puppy training to understand how her doggy brain works and how to channel her energy into more useful activities. In the same way, offering something to a corporatepartnership prospect has the same effect. Cues, incentives and some simple techniques did the trick. You’re repaying the gift of hospitality.
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