How can you build trust with philanthropy partners of different experience levels?

It's important to recognize that the experience of community-based efforts are the lead experts in their own experiences. Philanthropy are not the experts in community-based experiences. When philanthropy tries to be the voice of local community, the partnership is likely flawed. Philanthropy is best when they use their 10,000 feet view to pull together partners that can't see each other. Partners with views of the ground-level magic are best at doing what they do best, producing local results. If philanthropy can do its best by listening to this work, allow itself to be led by this work and then provide social/philanthropic capital to this work and then get out the way, then it's likely a partnership with the right starting ingredients.

In connecting better with philanthropic partners ask detailed “how” and “what” questions and check for understanding before presuming. Don’t be afraid of silence especially if a partner needs time to express a point.

Building trust with philanthropy partners of various experience levels is akin to being a skilled conductor of an orchestra, where each musician plays a different instrument. For the seasoned philanthropists, communicate with depth and detailed insights, showing your understanding of the field. With newcomers, adopt a more educational and welcoming approach, guiding them through the philanthropy landscape. Consistency and transparency in your actions are key – they are the harmony that holds the orchestra together. Acknowledge each partner's unique contributions, fostering an inclusive environment. A little patience and a lot of genuine engagement go a long way in orchestrating a symphony of trust.

To build trust with philanthropy partners of varying experience, consistently demonstrate transparency, actively listen to their perspectives, and show respect for their expertise. Tailor communication to their level of understanding, ensuring clarity and inclusivity in all interactions.

Do meu ponto de vista de advogado, penso que seria importante: (i) transparência e comunicação clara; (ii) adesão às normas Legais e ética; (iii) relatórios consistentes e precisos; (iv) parcerias estratégicas e networking; (v) feedback e melhoria contínua; e (vi) auditorias e avaliações independentes.

Build trust by showing you can be adaptable and flexible. I sat on a board several years ago and had a few new ideas on how to build multi-year, sustainable donors to our annual fundraising event. Unfortunately, the Head of Development was very focused on that year's goal and wasn't open to new ideas or adapting to a changing environment to be more inclusive. "This is the formula that works....". Maybe the Director of Development was right -- they had more experience & I was a volunteer. It wasn't my professional expertise. Yet, dismissing someone's idea immediately can kill motivation and innovation. Others watch and listen too and it can impact the whole team. Be open to new ideas. Find ways to test them out.

Transparency supports excellence. It is not just a matter of accountability but it encourages inclusion and vulnerability. It invites input and participation from many diverse voices. It is confident that greater outcomes will evolve from shared truths. It will attract talent to this safe space and may transform a culture to value persons who do not lie, hide truths or limit information for the benefit of personal agendas.

The key to transparency is not being afraid to share uncomfortable truths, respectfully disagreeing, and being prepared (and "OK") with the response. I've found my closest colleagues are those who have had the courage to share their frustrations with me or are appreciative when I can be open with them even when the message is not positive.

I can’t emphasize enough how being respectful of everyone “at the table” is core to building trust and camaraderie. Even if you are the “big dog” in the group, respecting the diversity and unique contributions and perspectives of the partners will help go a long way, especially during challenging periods.

Valuing diversity is not easy and that's the point. It forces you to think in ways that are not natural. That seem awkward to you, but may be fluid to others. The harder it is to get to a solution when diverse minds and means are employed is often the better than solutions that gained quick approval. It may even feel like a slog, clunky and contentious. But it's those solutions that have staying power because they've considered more issues and perspectives.

If one truly respects and values diversity, than one understands that it is imperative to create agency within people's lives. Ensuring people have the space and the opportunity to make the best decisions for themselves and their situations.

If everyone on your team is the same in age, attitudes, values and approach, your organization is missing out on opportunities for growth, engaging new donors and supporting clients. By having diverse life and work experiences, values, etc. you will engender more discussion, gain institutional wisdom and have more vibrant outcomes.

In the realm of partnerships, envisioning collaboration as a shared journey rather than a competition fosters a spirit of unity and mutual growth. Picture it as finding the common ground in the middle of a Venn diagram. Recognizing the dance of internal and external factors within each organization, such as changes in funding, or time constraints, is key to navigating the partnership landscape. Instead of viewing these shifts as obstacles, see them as valuable opportunities to deepen our understanding of our partner's priorities. The key is to build authentic relationships that extend beyond mere transactions. This approach grants us the flexibility to adapt to unforeseen circumstances and remain open to new opportunities as they unfold.

Some things that used to work stop working as the world changes, but that continues AND some things start working again, perhaps with a twist. Understand the history, learn from it, and seek to measure the impact of each change. Also, be mindful of the assumptions you are making, and check them as you gain new knowledge.

In my experience it is often critical to start conversations early on that clarify vocabulary to create a common language and agreed upon terms. When I say impact, you may have a different definition, so creating a starting point of understanding, truly helps to build trust and avoid confusion down the road.

Assume good intent and don't be afraid to face adversity. If there is disagreement or you sense someone has something against you--or you have a concern about them--be proactive to address it. Invite the other person to coffee or lunch to discuss concerns, ask questions, listen and understand to get it out in the open and work to resolve it. I have done this and, most of the time, the issue arose because of misunderstanding of some words or actions that was resolved with listening and tactful explanations.

One thing I've found helpful is understanding you can't communicate enough, especially if the situation involves change or uncertainty. Communicate early and often. It's also important to modulate your communications to meet your audience where they are.

Use clear language, and be sure that your audience will understand the language. Too often we use phrases that signal we are skilled and on the inside, but if your partner isn't from the same space, those signals dissappear.

Trust is also not transactional or quid pro quo. It's given based on personal experience, culture and upbringing. Having empathy for each person's ability to trust is essential to gaining mutual connection.

Mentoring and coaching those with less experience is the way to go, without trying to force one’s own perspective on others. Every person is different, so flexibility and transparency are also key. The biggest challenges in philanthropy these days are lack of time and over-abundance of stress, and the most successful organizations and individuals will develop strategies to deal with the burdens.

A great way to nurture and sustain trust is to create a mentorship program. I know when I was starting out all I wanted was someone to show me their strategies, processes, and to offer me advise when I stumbled or needed it. Mentorship allows the individual who has less experience to grow and develop skills that will stay with them for life. I also believe that the mentor should be open to learning new processes and be open to new ideas as well though. Just because someone doesn't have years of experience doesn't mean they should be ignored. With a mentorship program in place you create an environment of support and learning that will attract and keep top talent of all levels.

Transparency is key during all stages and at all levels of philanthropic partnerships. Most donors want to be part of the problem-solving process.

Building trust requires vulnerability and humility. Ask partners and prospective partners for feedback and advice as you build relationships. Do this with authenticity. Don’t ask if you don’t plan to really listen, value and act on their input.

Philanthropy is inherently personal, and is about stories. Understand the stories and where and why they are crossing, then the powerful possibilities will open up.

Gaining trust is a long journey of mutual sharing. And each of partner is unique in their ability and/or speed at which they trust. There is no rushing trust. It comes when it does if it does.