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Good leadership is critically important to light the fire for successful corporatepartnerships. The gap between your current state and the future ambition is where you invite the corporate partner to collaborate on the journey. Build a system to sustain a partnership. It’s not the same as lighting a fire under people.
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 $$$. Partnershipmanagers want to be successful and will go somewhere that supports that success.
My dog is full of energy and constantly on the lookout for new entertainment. Working in partnerships can sometimes feel like we’re chasing our own tails, but not as much fun. They’re sucking your time and energy for not enough $$$. Partnershipmanagers want to be successful and will go somewhere that supports that success.
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.
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. Servicing and account management of partners takes time and effort. The hidden costs.
The average salary for an experienced partnershipmanager is around $100-120k plus benefits. 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.
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. Think of your partnerships team. This is a great opportunity to leverage your corporate partners and their expertise.
When partnershipmanagers are under pressure to meet tough targets, they can fall into the trap of riding a number of dead horse partners and prospects in the hope they revive. It’s easy to blame the partnershipmanager, but it’s rarely the case that a change in jockey will reboot a failing relationship.
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. Target setting should have been done months ago.
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. When an existing partner stopped engaging with the hospice, she knew the partnership was in danger. Be tenacious.
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