Your key contact at a local organization has left. How will you adjust your outreach plans to ensure success?
When your go-to person at a local organization moves on, it's crucial to adapt your outreach strategy. Here are steps to maintain momentum:
- Research and connect with the new contact, introducing yourself and your organization's goals.
- Review past communications to ensure a smooth transition and continuity in your approach.
- Be proactive and suggest a meeting to discuss ongoing projects and how you can support their transition.
How have you adapted when a key contact changed roles? Share your experience.
Your key contact at a local organization has left. How will you adjust your outreach plans to ensure success?
When your go-to person at a local organization moves on, it's crucial to adapt your outreach strategy. Here are steps to maintain momentum:
- Research and connect with the new contact, introducing yourself and your organization's goals.
- Review past communications to ensure a smooth transition and continuity in your approach.
- Be proactive and suggest a meeting to discuss ongoing projects and how you can support their transition.
How have you adapted when a key contact changed roles? Share your experience.
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Never rely on one person in an organization. Always try to have a good relationship with numerous people in an office or an organization. Also treat clerical staff with the respect that they deserve. Many of them work hard and are under appreciated. They can help establish your reputation when new people come in and want to know about you.
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Turnover is inevitable. People work with people so it’s important to reach out to new leadership to congratulate them and offer to take them out once they settle into their new role understanding the first 90 days are going to be busy while they acclimate and they determine the role and organization is a good fit for them!
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In healthcare, this is all too familiar! With frequent transitions, i’ve learned that while it’s great to have a go-to contact (or champion), my commitment must be to the whole office and team, not just one individual. If I build strong, lasting relationships across the organization, this ensures continuity and keeps partnerships thriving, even when key players move on.
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Turnover is an inevitable part of any organization. While it may feel as though it’s always the good ones who move on, it’s important to keep this in mind from the outset. Building a strong rapport with an organization involves not only connecting with its leadership but also establishing relationships with the support team. Those in support roles frequently have a deep understanding of the organization’s inner workings, which can provide valuable insights to sustain the relationship even when your primary contact changes. This approach also ensures that you remain a familiar face in the organization. As new team members join, your established allies will continue to advocate for your ongoing partnership, reinforcing continuity and trust.
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If your company specialized on outreach work, just do your work, because out is not depends on individuals. While you start to deliver your product, awareness etc, target persons will find you themselves
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My approach to adjusting outreach plans depends on the organization’s size and structure: • For large, well-established organizations: I would leverage existing systems and networks within the company. This involves reaching out to other team members or utilizing formal channels to identify a new point of contact. Relying on their robust internal structure helps ensure a smooth transition and continuity in our collaboration. • For smaller or less established organizations: Personal engagement becomes crucial. I would consider visiting them in person to build new relationships and establish trust with the remaining team. By directly engaging with them, we can realign our objectives and strengthen our partnership to ensure ongoing success.
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Sometimes, things are way more simple than we imagine. I always believe in simple human communication. If I had good relations with the person leaving, I would send them a personal message, express my gratitude for having worked together and ask them whom I should be speaking to onwards. If, for some reason, this isn't possible, I would reach out to the company to find out who the new person would be. Send out an email, congratulate them on their new position and establish a good relation with a friendly, yet always professional approach. People come and go in all sorts of positions. I have kept contact with so many colleagues from the past that I will always value and appreciate regardless of whether our professional paths cross or not.
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You have to have a deep treasure box of relationships because people come and go all of the time. I like the word relationship instead of source.
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While turnover is inevitable it is important to have more relationships than just your “go-to” person within a company. I have always found this strategy helpful and creates a stronger partnership.
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Ensure that my organization has put in the work to listen and learn from partner organization and that our relationship is based on their needs not on our needs. That transcends any one contact. The relationship should survive the transition because there will be others within the org who knows us and we would know the org intimately.
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