Strategic Questions and Listening
-
Upload
college-of-the-holy-cross-jaa-2010 -
Category
Education
-
view
1.504 -
download
0
description
Transcript of 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
4(c) The Osborne Group, Inc.
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
(c) The Osborne Group, Inc. 6
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
10(c) The Osborne Group, Inc.
The Importance of PROBING, kUnpacking!
i f ll• Listen carefully
• Ask a follow‐up question
• Go deeper until you understand INTENT
11(c) The Osborne Group, Inc.
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
(C) The Osborne Group, Inc. 13
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!
(c) The Osborne Group, Inc. 14
Reading Body LanguageReading Body Language
(c) The Osborne Group, Inc. 15
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
(c) The Osborne Group, Inc. 16
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”)
18(c) The Osborne Group, Inc.
Discovery Visit PlanningDiscovery Visit Planning
19(C) The Osborne Group, Inc.
Advancing the Relationship lVisit Planning
(c) The Osborne Group, Inc. 20
Approach MattersApproach Matters
21(c) The Osborne Group, Inc.
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
(c) The Osborne Group, Inc. 24
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! •• [email protected]@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