What do you do if your nonprofit leadership consulting clients are resistant to contract negotiations?

When I encounter resistance to contract negotiations with my nonprofit leadership consulting clients, I start by seeking to understand the underlying reasons for their hesitance. It's important for me to listen attentively and ask open-ended questions that encourage them to express their concerns. This approach helps me gain insight into their priorities and fears, whether they're worried about costs, the scope of work, or the potential outcomes of the consultancy. Understanding these aspects allows me to address their specific concerns directly and reassures them that their objectives and reservations are being considered in the negotiation process.

You have to establish a relationship with the client and understand their challenges first. You never lead with a contract, that comes after mutual understanding is acheived.

Building rapport is crucial, especially when there is initial resistance. I make it a priority to establish a connection based on trust and mutual respect. This involves being transparent about the negotiation process, sharing success stories of similar partnerships, and demonstrating how my approach aligns with their mission and values. By consistently communicating and demonstrating my commitment to their cause, I help create a comfortable environment where clients feel valued and understood. This rapport not only facilitates smoother negotiations but also lays the groundwork for a collaborative and fruitful relationship moving forward.

I typically begin the relationship with an affordable assessment. The key part of my approach is executive and stakeholder interviews. These interviews are unstructured and people will give me valuable insight into the organization. These interviews also build my relationships with all of the key decision makers.

I typically work on a project or retainer basis rather than hourly. This allows me to be more flexible when discussing payment schedules with the client.

Once I present an assessment, I show them how my recommendations tie to any mission or strategic intents that they have. It easier to acheive buy-in if they see the WIIFM. (What's in it for me)

If you have initially established the type of relationship and understanding needed with the client, compromise is easy. I prefer to refer to it as flexibility, not compromise.