Nothing's changed, now more than ever in the digital age the key to building successful relationships is quality communication.
BUILDING RELATIONSHIPS
In the last article we considered the usefulness of using external experts to conserve the organisations, and our own energy so we can direct it to meet the mission and vision of the organisation.
To engage with external experts effectively takes thought and a willingness to invest time and energy in establishing a solid foundation on which the on-going relationship can be built.
This sounds like a contradiction. We are recommending using external experts to assist in conserving energy and yet acknowledging that initially engaging with another person or organisation will take more time and energy. However, the long-term benefits of investing time and energy in establishing the framework of working successfully together does pay dividends.
What are some pointers that will assist in establishing a constructive framework for working with external people be they individuals or consultancies?
It may seem obvious; but it needs to be stated, the success of using an external person or organisation effectively comes down to your professional relationship with that person or organisation. Relationship is paramount. Within the not-for-profit sector there is often talk about the importance of building a therapeutic relationship with clients so both parties can work effectively in addressing their issues. The same importance applies in building quality relationships with the external people or companies we want to engage to assist us.
The key to building successful relationships is communication. Within the not-for-profit sector each area has its own set of acronyms and labels. Words, that often have specific meanings which are unknown outside the area it applies to. For example, most people do not understand the difference between primary and tertiary homelessness or what the letters NPA stand for (National Partnership Agreement). When working with external organisations or individuals, particularly if they have had no exposure to your particular area, it is crucial to take time to explain the acronyms and concepts that are relevant to your area of work.
Not only do we need to take time to communicate, we need to take time to allow for difference. One of the main differences is that often the person or organisation will be from a for-profit background. When engaging with a person or organisation who comes from a for-profit background it is important, we allow space for different perspectives and allow time to come to a middle ground of understanding.
Not only do we need to take time to communicate, we need to take time to allow for difference. One of the main differences is that often the person or organisation will be from a for-profit background. When engaging with a person or organisation who comes from a for-profit background it is important, we allow space for different perspectives and allow time to come to a middle ground of understanding.
For example, the person or organisation from a for-profit background will benefit from learning about the complexities and challenges within the not-for-profit sector. The majority of for-profits have a social conscience and want to contribute to the betterment of society. This is a wonderful opportunity for the not-for-profit organisation to assist them in achieving that goal. From for-profits the not-for-profit organisation has the opportunity to learn how to think more proactively about creating surpluses which as we outlined in the last article is necessary for not-for-profits to be sustainable. These mutual learnigns and opportuntiies across both sectors is one that we call the For-Profit, NFP Nexus.
The importance of building a relationship and taking time to communicate are essential when working with external organisations or individuals. The final important quality of the relationship is trust.
Trust the person or organisation you have engaged, even when there are mistakes or missteps, trust the person or organisation has your best interest at heart. Granted there are some ruthless operators, as there are in any sphere of life, however when you have prioritised your relationship and spent time communicating, trust that the person or organisation is trying to do the right thing for your organisation and that further communication is required.
Trying to micro-manage the person or organisation only results in frustration for the person you have engaged as well as for yourself. It takes time and energy to micro-manage. Time and energy that could be spent in achieving your organisations mission and vision.
Building constructive relationships, where there is open communication, trust, and respect, allows you to conserve your energy to meet the organisations mission and vision and often external agents will bring a fresh perspective that adds new ideas, the opportunity to be innovating and their own energy to the organisation.
