By: Brian Kutsch, Canopy Strategic Partners Content Contributor
Brian Kutsch’s passion for helping others has been the driving force throughout his nearly 20-year career. That passion led him to his STEM network manager position with eCYBERMISSION, a nationwide STEM competition administered by the National Science Teaching Association (NSTA). eCYBERMISSION has roughly 10,000 6th-9th grade students that participate annually for thousands of dollars in prizes. In addition to being active in fundraising for several non-profits, Brian also serves as education advisor for the Association of Zoos and Aquariums’ (AZA) Orangutan Species Survival Plan and AZA’s Saving Animals From Extinction program for orangutans.
The Necessity for Collaborations in Non-Profit Organizations
Non-profit professionals regularly face the daunting task of achieving ambitious objectives with limited resources at their disposal. Overcoming such challenges necessitates innovative, out-of-the-box strategies. Naturally, collaborating with outside individuals or organizations is often proposed as a solution. And why not? A balanced, collaborative agreement not only prevents excessive strain on available resources, but also fosters a symbiotic environment for everyone involved.
Earlier in my career, I relocated for a company hoping to achieve key education programming benchmarks. A substantial part of the organization’s focus involved increasing on-grounds guest attendance and I knew that partnering with the largest school district in the area could have a significant impact. However, creating an immediate impact posed significant challenges due to my lack of connections within the district and my limited knowledge of their education priorities. It was clear that I needed to develop a simplified strategy with a clear purpose that provided flexibility during collaborative negotiations.
But I’m Not an Expert on That Topic!
It’s at this stage of the collaborative process that hesitation and self-doubt can take hold. Individuals leading the charge may shy away from potential partnerships, justifying their reluctance with statements such as, “I’m not an expert on that topic,” “I’m not sure what the other party needs to achieve,” or “My plan isn’t completely fleshed out.”
However, it’s important to remember that collaborations aren’t unlike business negotiations that exhibit the ebb and flow of compromise. As you develop your initial plans, remain focused on your ultimate goals and avoid losing yourself in the details. Keep in mind that not every participant needs to be a subject matter expert. It’s not imperative to have a comprehensive understanding of every resource your organization possesses, nor is it crucial to know exactly what other parties can contribute. Instead, the crux of successful collaboration lies in the ability to creatively and effectively communicate your idea, a clear grasp of your organization’s required objectives, and a general understanding of what the other involved parties might seek to achieve.
During my collaborative process with the local school district, following the same approach led to near-immediate success. As I researched STEM learning objectives for the district and the state, I also considered common resource challenges that teachers face in school districts throughout the country (time, funding, etc.). By adapting to the unknown and adopting a flexible mindset, I built a plan that capitalized on collaborative synergies. Soon, the basis for a program addressing each organization’s needs without stressing available resources was formed.
During my first opportunity to pitch the program to the school district, the proposal was readily embraced with intrigue and excitement. Although numerous planning sessions followed, this first collaboration paved the way for many successful partnerships in the following years.
Iterate, Iterate, Iterate
Utilizing a broader approach during the initial planning phases allowed future discussions the necessary elasticity and resilience without compromising primary objectives. As you tackle similar situations, remind yourself that the collaborative process is often iterative, with ideas and strategies evolving as parties engage in dialogue and share perspectives. With a willingness to learn, adapt, and refine, you’ll greatly improve your chances for success!
Tips for Getting Started on Your Collaboration
Preparing for your next collaboration? Here are some tips to guide you through the start of your project:
- What’s your “why”?: When all is said and done, you should know your unfiltered reasons for collaborating…the goals that must be attained.
- Select potential partners: Assess the capacity, experience, and interests of potential partners to determine whether they’re a good fit for this project.
- Develop a rough plan: Create the collaboration’s structure with enough elasticity to allow for its eventual evolution.
- Trust yourself: Know that you’re capable of guiding the conversation even if you aren’t an expert on all topics.
- Prepare and deliver your pitch: You’ve created the foundation, now deliver it with concise but creative appeal.
- Listen and learn: Be prepared to listen and understand the perspective of each potential collaborator as details emerge.
- Maintain open-minded exploration: Expect that you’ll need to learn, adapt, and refine your approach based on newfound insights during discussions.
Need assistance getting started? Canopy Strategic Partners can help. Contact us to learn how.
