strategic questions and listening

Strategic Questions and Listening g gFor Intent

Let’s Start with Where We Want to dEnd – a JOYFUL YES PLUS

2(c) The Osborne Group, Inc.

The Tarnside Curve of Involvement

High

Taking Personal

Responsibility

Ownership

p y

Giving

Commitment

Ownership

Engagement

Commitment

3

Low

Low INVOLVEMENT High

Awareness Interest

Engagement

Securing “Yeses”Securing  Yeses

Y I tit tiYour Institution

Vision and LeadershipVision and Leadership

PhilanthropyPhilanthropy

Timingg

Purpose and Impactand Impact

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The Donor CycleThe Donor Cycle

Identifying the “Critical Few”

Learning about

Acquiring donors

Learning about them; telling your storyProviding

stewardship and accountability

Developing a relationship

i d

Documenting &Saying thank you

accountability

Engaging and InvolvingAsking and closing

Preparing to ask

5(c) The Osborne Group, Inc.

What Do We Want to Know?h hWhat Do We Want to Achieve?

KNOW ACHIEVEKNOW ACHIEVE

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More Reasons to Ask QuestionsMore Reasons to Ask Questions

• Selling versus enrolling

• Who remembers what?

• Uncovering strategic information!

7(c) The Osborne Group, Inc.

Financial Advisors See Philanthropyl h ld *As a Relationship Builder* *9.09.09

• “Philanthropy is aPhilanthropy is a strategic way for clients to  influence the world they and their children will live in.”

“Guiding your clients to take a more strategic and focused approach to giving can strengthen your client relationshipsapproach to giving…can strengthen your client relationships and open a richer dialogue aimed at building a deeper understanding of their goals and values.”

1. Define your vision and ymission

2. Understand the right Advice to amount to give

3. Get the story behind the numbers

Financial Planners from

the numbers 4. Use philanthropy as a 

way to educate and 

Forbes

ycommunicate

5. Leave room for change

Types of Questions* *Neil RackhamTypes of Questions   Neil Rackham

• Open ended and closedOpen ended and closed• New InformationCl ifi ti• Clarification

• Confirmation• Attitude and Values• Implication• Implication• Commitment

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The Importance of PROBING, kUnpacking!

i f ll• Listen carefully

• Ask a follow‐up question

• Go deeper until you understand INTENT

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Messages that “Stick”*g*Chip and Dan Heath

(c) The Osborne Group, Inc. 12

Messages that “Stick”*g*Made to Stick, by Chip Heath & Dan Heath

• Simple • EmotionalSimple

• Unexpected

• Concrete

Emotional

• Stories

Concrete

• Credible

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Listening Preferences*Listening Preferences*Listen Up by Kitty Watkins and Larry Baker

• People oriented

• Action oriented

• Content oriented

• Time orientedTime oriented

• Multiple preferences

Know Your Style, Figure Out His or Hers And FLEX!

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Reading Body LanguageReading Body Language

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Active Listening: Three Kinds of Feedback i d iYou Give and Receive

• Verbal messages • To acknowledge theVerbal messages

• Voice inflections

• Non verbal behaviors

• To acknowledge the speaker’s message you give feedbackNon verbal behaviors y g

• You hear and/or observe the feedback you are given by the speaker

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Elements of Good FeedbackElements of Good Feedback

• Based on observed behavior or actionsBased on observed behavior or actions– What the individual did or said, not what you thought they meant

• Specific– Cites an actual concrete activity or statement

• Balanced– Confirms what the person said, believes or did

– And motivates the person to take another action or consider a new idea

End Every Visit with a “Yes” to a Next i (“ ”)Strategic Step (“Move”)

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Discovery Visit PlanningDiscovery Visit Planning

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Advancing the Relationship lVisit Planning

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Approach MattersApproach Matters

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Defining a “Move” or Strategic Donor Initiative

• Increases explicit motivationIncreases explicit motivation• Decreases explicit obstacles• Engages decision makers• Engages decision makers• Answers The RightsI di t i j f l j ift• Increases readiness to give a joyful major gift for an institutional priority at an amount close to or the same as what you hope forto or the same as what you hope for

22(c) The Osborne Group, Inc.

“Moves” are MeasurableMoves  are Measurable

h l bj i d• You have clear objectives and can measure “results”

23(C) The Osborne Group, Inc.

Readiness, Asking and Closing Questions

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Need Help With the Take Off?Need Help With the Take Off?• Want to learn more?                         

E il !

Need Help With the Take Off? Need Help With the Take Off?

Email us!  •• Mail@theosbornegroup.comMail@theosbornegroup.com• The Osborne Group is a full 

service management consultingservice management, consulting and training firm 

• This presentation is the copyrighted property of The Osborne Group, Inc. (TOG)(TOG)

• It cannot be used, copied, sold or given away without written permission from TOG. 25