How to Get and Use an Endorsement in Business Development Pursuits

This is another article in our Mood Setters series, where we teach you how to get your prospective clients in the mood to be receptive to you. People are receptive to people they know. One way to get known is to be introduced by someone known. In other words, utilize a third-party introduction.

The 3rd-party introduction is the same as a referral or an endorsement. And in many ways, it’s the most effective way to get known. 

• It’s better than the self-introduction that we covered in article 1 of this series because you’re essentially trading on someone else’s credit where you haven’t established any of your own. 
• It’s better than name dropping which we covered in article 3 of this series because the name that you’re dropping is verifying the relationship that you’ve implied.
• It’s better than personal branding (covered in article 2 of this series) because audiences don’t always believe what they hear or read online. So, branding takes longer to take hold while personal intros or endorsements have immediate effect.

Relationships Squared

The larger your network, the easier it is to get an effective endorsement or referral. You need a relationship with someone that the prospect knows and respects. So, after you have identified your prospect, search through your list of contacts and connections to see who might make an effective endorser. 

For example, say you are a state and local government consultant, lawyer, or investment advisor.  Your ideal client is a city, town, or other municipality. Who would make good endorsers: elected officials, career staff (unelected professionals), government contractors already working with the city, and so on.

Strongest Link

Next, assess the strength of your contact’s relationship with the prospect. Contact several of your connections and ask how well they know your prospect. Choose the contact who has the strongest relationship with your prospective buyer.

Prep Your Endorser

Once your endorser has agreed to facilitate, you need to help your endorser pave the way for you. Tell your endorser what to say to demonstrate that it’s in your prospect’s best interest to take a meeting with you.

Let’s assume there isn’t a particular solicitation you’re pursuing. So, there’s no cone of silence involved. You’re not violating any rules by meeting with the prospect. You reviewed your connections and discovered that you’re acquainted with the CFO of the city. You want the CFO to introduce you to the general counsel. So today, we’re not focused on what you’re going to say to the general counsel. Instead, we’re focusing on what you should say to the CFO go get that person comfortable endorsing you since you’re merely an acquaintance, not a friend or family member. 

Directness is a good approach because there’s no sliminess to it. Pop by the CFO’s office during business hours and say “hello.” Or send the CFO an invitation to an event. Use that meeting to strengthen your connection before asking for anything. At the end of that meeting, be up front and ask what the CFO knows about the procurement process. Then, mention one of your recent accomplishments that might be useful to the city. Finally, ask if the CFO would be comfortable telling your prospective buyer about you and your GC competency so you can get on the prospect’s radar for future engagement opportunities.

I Owe You One

Here’s the most important step. Once your endorser agrees to help you out, make sure you ask how you can reciprocate. Maybe the CFO is looking for private sector employment or maybe the CFO has someone else they’d like you to help, such as a relative or friend who needs a letter of recommendation, a job, or some other accommodation. Just let them know that you owe them one.