Committing to a new role is a big step. It’s like choosing a school for your child: you hope they’ll be happy, supported to grow and surrounded by nice people. But things don’t always work out as planned and sometimes you need to call it a day and move on.
Corporate partnership roles are usually better paid than the average fundraiser, attract people with a broad mix of skills and highly sought after. Every CEO I know wants to diversify income and developing partnerships is top of the list. So why do we see many talented people leaving the non-profit sector and going back into corporate roles? It’s not just the money; it’s usually because partnership executives are burned out trying to turn a donkey into a racehorse ready to win the Derby.
Are you in a partnership role, wondering whether to stay? Or maybe exploring new horizons in a different organisation? Don’t jump out of the frying pan into a raging inferno. Here are ten questions to ask:
1. Does leadership have a clear strategic plan with sensible goals?
Ambition is great, but does it match the size and current context of the organisation? You might find a non-profit run by volunteers wanting to singlehandedly solve the problems of domestic violence or climate change. There’s a misfit between ambition and reality which should make you suspicious about what they expect your contribution to be. Alternatively, if they say their plan is to ‘double their impact’ you know it’s weasel words for hiding that they don’t know where they’re going or why. It’s impossible to connect corporates to a plan without details as they won’t know where they fit.
2. Is it a cash grab or a real appetite for collaboration?
We see these job adverts all the time- ‘Wanted: an experienced partnership executive with extensive contacts, able to raise funds quickly.’ They’re normally from organisations that are dependent on government funding or grants. They may have just lost a big chunk of funding or started to worry about diversification. You’ll be under pressure to say yes to every low level offer of cash, no matter the ROI. Organisations that truly value collaboration can articulate what they need beyond just money and how a partnership helps deliver on the mission.
3. How do teams collaborate internally?
Ask about the way that different teams work together. Are they deep in silos with no information sharing? Or maybe in state based teams that actually compete against each other for partners? If you’ve got the support and input from experts in different teams, it’ll make it much easier to support a multi-faceted corporate partnership.
4. Is leadership willing to put the operational elements in place?
‘Hire and hope’ can be the default strategy for organisations just starting out in corporate partnerships. The new hire is expected to build a whole program, negotiate internal barriers, create the collateral, build the pipeline and win partners. The best organisations put in place the system for partnerships, including the operational elements, decision making, processes and KPIs so that partnership people can be successful. Are they expecting you to be the miracle maker?
5. What’s the offering for corporate partners?
Does the organisation have anything to offer a corporate? I don’t mean the opportunity to give them cash or the old-style gold, silver and bronze packages. Do they have engaged audiences, social media followers, expertise or a niche geographic footprint? Or do they talk in platitudes about fulfilling CSR goals, enhancing the brand, meeting ESG expectations. Ask the non-profit for details about their assets and offer for corporate partners and watch for a puzzled look. You can’t build partnerships if there’s really nothing to offer.
6. What does success look like?
Is it realistic from the current start point? There’s no point in signing up to a million dollar KPI from a cold start, especially if it’s a smaller non-profit with minimal assets. If the organisation is committed to building real relationships they’ll be open to advocacy, media, awareness and in-kind partnerships to build trust and connection first.
7. Do you have access to board, LT and advisory committee?
We worked in a non-profit where we were banned from approaching the board. We were reduced to putting up posters in the lobby where they might catch a glimpse of what we needed. Strategic, high value partnerships need relationships at all levels and sometimes the CEO or board chair will need to be at the table. Ask about access and their willingness to support you.
8. Is there a realistic timeframe to be successful?
A non-profit’s funding gap is not an incentive for a corporate to partner with them. Nor is the NFP’s budget cycle a major factor. It takes around 3 years to build a partnership program from scratch: the first year to build the foundations, the second year for active prospecting and the third year when you’re seeing major commitments come through. The non-profit needs to realise that you’re not in control of the timing- the corporate is- no matter how often you make the ask.
9. What’s the staff turnover?
Are you the third partnership executive in as many years? What happened to the others? If there is a revolving door for your role, it’s a red flag for you. Non-profits who haven’t built the foundations for partnerships default to blaming the individual. They churn and burn talented people as they are set up to fail.
10. How much do they invest in continuous learning?
Corporate partnerships are evolving rapidly and executives need to keep up with latest trends. That means a budget for learning, training, conferences and support. ChatGPT may be good for recipe ideas, but it’s not a substitute for industry learning.
We see good partnership people burned out by unrealistic expectations, frustrated by internal struggles and hamstring by lack of proper support. No wonder they are being poached by corporate foundations to work in a better environment.
As the song goes:” If I go there will be trouble. If I stay there will be double. So come on and let me know.” Ask the questions and make a better choice.