Build Corporate Partnerships That Feel Good (and Work) featuring Heather Nelson

[AI ] TRANSCRIPT:

“If you think long term right from the beginning, even if the first gift is or the first sponsorship is like a one off or a one year, or for one event, that will help you translate it into a multi-year or long term arrangement. If you think transactional from the start, it's likely to be transactional forever.”

Today, we get to talk about ways to build corporate partnerships that feel good and actually work, with Heather Nelson.

I am so excited to be able to speak with you, Heather. Now, just for our audience, a few things to know about Heather before we get started: Heather Nelson is CEO of BridgeRaise, and she and her team help fundraisers build strong corporate partnerships and sponsorships that are values aligned and, of course, are designed to raise money for not for profit organizations.

So I'm so excited to be able to talk with you today, Heather, and hear your insights about building corporate partnerships.

Thanks so much for having me today. I am thrilled to be here, to share my five insights that I hope are really going to help everyone listening. Build stronger corporate partnerships.

All right, so what is the first thing that you'd like to share?

Well, the teaser was in the bio around relationships. Partnership is, companies want not just what you what you're doing, what your mission is, but your relationship is important, too. So I always want to say yes. You need to know what you're selling or what you're offering or what the product is. But people also want to get along with the person that they're building a corporate partnership with.

Right. It matters. So allow yourself to be really human in this experience and, you know, build relationship. Tell them a little bit about yourself. Have a way of really connecting with the person. And that will really help build a partnership that lasts over time for sure. I love that and really about being real, you know, and and yeah, connecting with somebody on the shared values, you know, and and what you're trying to create together.

What would point number two be?

Well, I think that number two is particularly timely right now, which is that timing matters. You know what I think we immediately assume if we don't hear back or if a partnership is it. And no, it's like because the whole thing was a disaster. But honestly often it's timing, right. Did you hit the right point in their fiscal cycle?

Is there some reason that you know something is going on in the environment, like right now, which may be changing their ability to make a decision? You know, so timing matters. You might have the right offer at the wrong time, and it's just worth revisiting it and not assuming that the whole thing is a bad idea. But maybe just the timing is wrong.

So true. Especially when things are so cyclical as well as, things going on that are different and new in the sector. And the environment is such a good point. That's right, that's right. Number three. Number three is that clarity wins. Yeah. What I want to say here is I know that many of you are have, you know, huge productions, very, you know, lots of exhibits.

Maybe you may have a complex mission, you may have a bunch of different programs. You cannot share about all of that all the time. You have to be clear, and it is really important that you just decide on the key message. And I know this is really your expertise, Heather, but, you know, when an organization is clear on their message hierarchy, it really helps build corporate partnerships because clarity wins.

If you can explain your impact, what you want to do, what you are offering in a really clear and simple way that can bring the organizations together. And then you know what? Over time we can complicate it. But let's get started in a simple way. That's my tip number three. I love that it's so true. Starting simple and and being able to build into more layers and more levels and more complexities as it makes sense.

But yeah, you're right, I'm totally relating all of these points related to sponsorship and partnerships also apply to marketing in the sense of the timing and the cycles and clarity of your message. So yeah, you're right. There's is so many, synergies with that.

That's right. Okay. Another one. We're going to go back to this relationship idea for a second that relationships are what, you know, help with long term thinking and long term strategy.

But if you want a long term partnership, you need to be thinking about it from the start. I always say, like, you know what? Many corporate partnerships start with a one time first time gift or investment or a sponsorship deal that's really common, you know? So we get to know each other. We can, you know, build the relationship.

But if you want long term right from the start, you should start by thinking about it. That way. Like invest as if the relationship is going to last. Have conversations as if you're already seeding the next idea. If using long term right from the beginning, even if the first gift is or the first sponsorship is like one off or a one year, or for one event that will help you translate it into a multi-year or long term arrangement.

If you think transactional from the start, it's likely to be transactional forever. Love that thinking long term, long term vision, long term foundation setting, whatever happens. So number five, number five, maybe a little bit of a surprise to some people because it is you can say no. I find that sometimes we get in this trap. It could be one of the traps is I've invested so much in this already.

I'm going to I have to see it through no matter what. Or it could be. You know, the company is doing me a favor. Either one of those types of thinking get us stuck in a trap where we may say yes, even if we start recognizing that it's not a good idea. If the values aren't aligned, or we can't find a value proposition that makes sense for both partners, it's time to stop.

And so it really is a question of being prepared to say, no, this isn't right for us at, you know, any point along the way. And I encourage I think it really helps you overall value what you have to offer as a charity or as an artist or as a, you know, a performance. If you really know that, you can say no if it's not working out, but hopefully by doing so, you can really create partnerships that do work out and you can spend your time on the good ones.

And that's what we want. We want more of the ones that are values aligned, where the benefit is on both sides. And that's, you know, that happens by letting go of those that don't make sense. It's true. It does seem surprising. And maybe a little counterintuitive, but what you say is so important in terms of it being values aligned.

And sometimes you discover maybe a misalignment, either with timing or with values or the project if it's not the right thing, okay, it may make space for something else that's even better, that's even more aligned. So thank you so much, Heather. It's been such a pleasure hearing your insights and advice.

Where can people find you and or BridgeRaise online?

Sure. Well, I'm really active on LinkedIn, so I encourage people to connect with me there. And if they want to hear more about BridgeRaise and how we help charities, nonprofits build corporate partnerships. BridgeRaise.com is where that information can be found.

Excellent. So we'll see you on LinkedIn and@bridges.com. Thank you. It's been such a pleasure, Heather.

It's so so lovely to see you every time. And, for anybody watching and listening, this has been a High Five for arts leaders and creative entrepreneurs. Please join us again. Thank you.