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What are the best practices for handling conflicts during PE fundraising?

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PE fundraising is a complex and challenging process that involves multiple stakeholders, interests, and expectations. Conflicts can arise at any stage of the cycle, from sourcing to closing, and can jeopardize the success of the deal. How can you handle these conflicts effectively and maintain good relationships with your investors, partners, and targets? Here are some best practices to follow.

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1 Identify potential conflicts

The first step to managing conflicts is to anticipate them and plan ahead. You should conduct a thorough due diligence of your target companies, investors, and co-investors, and identify any areas of misalignment, disagreement, or competition. For example, you may face conflicts over valuation, terms, governance, exit strategy, or social and environmental impact. You should also be aware of any legal, regulatory, or ethical issues that may arise during the fundraising process.

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2 Communicate clearly and transparently

The second step to managing conflicts is to communicate clearly and transparently with all parties involved. You should establish a regular and consistent flow of information and feedback, and address any concerns or questions promptly and respectfully. You should also be honest and realistic about your expectations, goals, and risks, and avoid making promises or commitments that you cannot deliver. Communication is key to building trust and credibility, and to resolving any misunderstandings or disputes.

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Dar'shun Kendrick, JD/MBA

We guide Founders and Funders through the capital raising and mergers & acqusitions process. Focus on your company and leave ALL the regulations and paperwork to us.
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Plan. Be preemptive and proactive instead of reaction. I always advise clients to come up with an Investor Relations plan for how, when, why, who and when you communicate with potential investors and investors.

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3 Negotiate fairly and collaboratively

The third step to managing conflicts is to negotiate fairly and collaboratively with your counterparts. You should approach the negotiation as a win-win situation, where you seek to create value for both sides, rather than a zero-sum game, where you try to maximize your own interests at the expense of others. You should also be flexible and willing to compromise on some issues, while maintaining your core principles and objectives. Negotiation is a skill that requires practice, patience, and creativity, and that can help you achieve mutually beneficial outcomes.

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Karumba Kinyua

Let's take your business to the next level with innovative execution. Consultant| Board Member| keynote speaker| Author| Media Source
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It is often said, whoever pays the piper calls the tune. Often, the PE as holders of the cheque book know that they have upper hand and often use it inappropriately to try and offer the best possible deal to the founder. Often this is the genesis of the conflict.

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4 Leverage third-party support

The fourth step to managing conflicts is to leverage third-party support when needed. You may encounter situations where you need external advice, guidance, or mediation to overcome a deadlock or a dispute. You can rely on your advisors, lawyers, accountants, or consultants to provide you with expert opinions, insights, or solutions. You can also use independent third-party intermediaries, such as arbitrators, mediators, or facilitators, to help you bridge the gap between conflicting parties, and to facilitate a constructive dialogue and a peaceful resolution.

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Karumba Kinyua

Let's take your business to the next level with innovative execution. Consultant| Board Member| keynote speaker| Author| Media Source
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This if preceded by a mistake many founders make. Founders go see a lawyer, who are adept in structuring legal terms but seldom, unless they are experienced know little of structuring financial terms. Financial terms include, number of shares, value per share, timing of investment and other options, rights and privilege's that come with investing. This then creates a perfect storm. A water tight contract, and that details financial terms that are poorly structure. My advice, speak to a financial analyst first. If yo don't have the money to pay them, you can agree to settle the bill once the funding is made.

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5 Maintain long-term relationships

The fifth step to managing conflicts is to maintain long-term relationships with your investors, partners, and targets. You should not view the fundraising process as a one-time transaction, but as an ongoing partnership that requires mutual respect, cooperation, and alignment. You should also not burn any bridges or damage any reputations, as you may need to work with the same people again in the future. You should aim to foster a positive and professional rapport with your stakeholders, and to cultivate a reputation as a reliable and trustworthy partner.

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6 Learn from your experience

The sixth and final step to managing conflicts is to learn from your experience and improve your skills. You should reflect on your performance and outcomes, and identify your strengths and weaknesses. You should also solicit feedback from your stakeholders, and listen to their perspectives and suggestions. You should then use this information to enhance your knowledge, skills, and strategies, and to avoid repeating the same mistakes or errors. Learning from your experience is essential to becoming a better PE fundraiser and negotiator.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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What are the best practices for handling conflicts during PE fundraising?

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3

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1 Identify potential conflicts

2 Communicate clearly and transparently

3 Negotiate fairly and collaboratively

4 Leverage third-party support

5 Maintain long-term relationships

6 Learn from your experience

7 Here’s what else to consider

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