Corporate Sponsorships & Partnerships: Advice on Engaging Corporate Partners

Kim Anthony • October 4, 2022

Companies gave nearly $17 billion to charities during 2020 (Giving USA 2020), representing a critical revenue source and strategic partner for nonprofits. With 8 in 10 Americans expecting businesses to positively impact society (Cone/Porter Novelli, 2018), gone are the days of companies merely being satisfied with visibility and their name on an event T-shirt. Today, engaging corporate partners requires nonprofits to think differently about how they approach companies, identify opportunities, develop a corporate partnership strategy and measure impact.


To help nonprofits forge successful relationships with more companies, we asked two corporate social responsibility experts and funders for their advice. Here’s the guidance Michelle Hamilton, senior community investment manager at the Florida Blue Foundation, and  Chris Johnson, senior social responsibility specialist at The Mosaic Company, shared to help you and your nonprofit successfully engage corporate partners.


What are the most common mistakes you see nonprofits make when it comes to corporate partnerships?

Michelle: Many organizations apply for funding without understanding our company’s mission or areas of focus. Or, they submit large funding requests before a funder has learned about their work or established a relationship. Don’t be afraid to ask a potential partner for an initial meeting. That preliminary outreach can help your nonprofit understand what opportunities to pursue, provide time-saving information and begin building a longer-term relationship.

Chris: We also get many funding requests from individuals and organizations we don’t know. Commit to cultivating relationships and communicating with company contacts — not just when you’re asking for money. Don’t forget that companies consist of your neighbors who care about the issues impacting your community. Find that common ground and establish a relationship before making significant fundraising asks.


What are you looking for in a nonprofit partner?

Chris and Michelle: There are five things we consistently look for in our nonprofit partners:

  1. Alignment with our company’s purpose and priorities — We seek partners who strategically connect the dots between our shared work and objectives. Take the time to be intentional in identifying where both the company and your nonprofit align.

  2. Collaboration — We prioritize nonprofits that work across the community with others and avoid duplicating efforts to ensure dollars stretch as far as possible.

  3. Regular communication — We love when nonprofits keep us informed about what’s happening within their organizations. The best relationships are with those who check in, not just when they need something, but who treat us as a strategic partner invested in their work.

  4. Proximity to where our employees live and work and the societal issues in those communities

  5. Being data-driven — We expect nonprofits to use data and insights when presenting funding needs and proposing solutions to address them through a partnership.

What do you expect from nonprofits when it comes to impact and your return on investment?

Michelle: When it comes to measurement, we look at two sides of the coin. Event activation is beneficial for educational opportunities, lead generation and brand visibility, while programmatic funding allows us to improve lives through issues like food security, mental well-being and health equity. Impact goals and reporting vary from partner to partner because every objective and program is different. There must be a dedicated collaboration between the nonprofit and corporate partner to determine how to measure success and define what is realistic for the nonprofit to capture.


Chris: We seek both internal and external impact with our partners.

Internally, we care about building the capacity of our nonprofit partners, enhancing their sustainability and improving their ability to achieve their stated objectives. We don’t want our partners to create something to receive funding; we want to enhance what nonprofits are already doing well while identifying ways to improve or innovate it.

Externally, we want to solve community problems and address systemic and institutional issues that are impacting communities. This requires a robust approach. It’s much simpler for corporations and foundations to put their name on something or give money through an event sponsorship. On the flip side, it’s easier for nonprofits to host an event and raise money. It’s more challenging to address systemic and institutional issues because they entail data evaluation, cross-sector collaboration and a deeper investment of time and resources. We want to take a multi-faceted approach so we can fund emerging needs while also addressing the systemic issues that affect our communities.

Finally, the United Nation’s Sustainable Development Goals (SDGs) are important at our company. There are five we focus on, and most of the nonprofit work we fund fits into or advances one of those areas. Understanding potential partners’ priorities is critical to achieving the greatest impact.


What practical advice would you give to nonprofit leaders who want to engage corporate partners more effectively?


Chris and Michelle:

  • Ensure you’ve done your homework on the company and understand what they do and if a partnership is a good fit.

  • Invest in yourself and your ability to cultivate and steward relationships. Professional development can help you build necessary or new skills to garner a meeting, create a winning proposal and deepen relationships.

  • Commit to building relationships outside of the fundraising process. Participate in your local chamber or other business groups. Genuinely get to know community leaders without an agenda.

  • Be transparent. As a funder, it’s essential to understand what’s working well along with the challenges. We have access to resources and expertise that can help you mitigate challenges when they arise. Don’t be afraid to share the bad with the good.

  • Engage your board of directors to assist you in opening doors, making introductions and asking for funding. It can take some of the pressure off your staff and create a shared leadership responsibility.

  • Follow current and potential funders or corporate partners on social media and engage in a dialogue with them. This allows you to stay apprised of both the big and small things happening within the company and open opportunities for your nonprofit to celebrate them.

  • Ask your corporate partners what you can do for them. Instead of only asking them for support, find out if there are ways you can support them in your daily activities such as sharing their good news or helping them connect to the community.

    This article originally appeared in
    Nonprofit Leadership Center

Never Miss a Story.
SUBSCRIBE

Contact Us

By Kim Anthony December 26, 2025
There’s a difference between working to survive — and working to build something that doesn’t yet exist. Will.i.am understands that difference intimately. Known around the world as a member of the Black Eyed Peas and a hit-making producer who has collaborated with artists like Nas, Ariana Grande, John Legend, The Game, Macy Gray, and Chris Brown, he is now also a tech entrepreneur with a traditional 9-to-5. But even with corporate structure in his life, his focus hasn’t changed. He is still building on his own terms — and encouraging other creators, builders, and founders to do the same. As he told Black Enterprise,“ Work-life balance means that you’re working for somebody else’s dream.” He’s not dismissing self-care. He’s reframing the idea entirely. Because for people who are designing something new — leaders, entrepreneurs, innovators, visionaries — balance looks different. Dream–Reality Balance vs. Work–Life Balance Will.i.am says the conversation shouldn’t always be about work-life balance. It should be about dream–reality balance . “If you’re trying to build something that doesn’t exist, it’s about dream-reality balance. Work-life balance means that you’re working for somebody else’s dream. But if it’s dream-reality balance, then it’s not work. It’s a dream you’re trying to put into reality.” In other words, people who are building something new are not simply clocking in and clocking out. They are taking the vision they see in their mind — and pulling it into the world. And that requires a different level of focus, sacrifice, and persistence. Structure First — Creativity After There was a time when Will.i.am made music all day and tried to squeeze tech work into the margins at night. Now he has flipped that rhythm: structured work during the day creativity and dream-building from 5 p.m. to 9 p.m. intentional discipline around both Not chaos. Not hustle culture. Not burnout. Structure in service of purpose. He encourages young people — especially those who want to create impact, launch businesses, build movements, or innovate — to think the same way: Build your future intentionally. Design your schedule around what you’re becoming — not only what you’re currently doing. Architects of the Future Think Differently Will.i.am is clear: people who are materializing visions cannot always think like people who simply maintain stability. “I’m not really paying attention to this reality., said Will.I.Am to Black Enterprise. "I’m trying to bring that one here… and to do that you have to sacrifice. Work-life balance is not for the architects that are pulling visions into reality.” He isn’t glorifying exhaustion. He is naming a truth: Creators, founders, and visionaries live in both worlds — the world that exists now, and the world they are birthing. And there are seasons when that requires staying committed long after the clock says “stop.” Learnings / Takeaways You must decide which reality you’re committed to. The current one — or the one you’re building. Purpose requires structure — not chaos. Discipline, schedules, and boundaries actually protect the dream. Sometimes “balance” isn’t the goal. Sometimes the goal is alignment: making sure your time reflects what you say matters. Builders think long-term. Entrepreneurs and visionaries live partly in the future — and pull it forward piece by piece. Sacrifice isn’t punishment. It’s investment. You’re trading comfort for creation.  Photo Credit: Will.i.am at the 2023 World Economic Forum by Foundations World Economic Forum is licensed under CC BY 2.0 .
By Kim Anthony December 26, 2025
Dr. Rachel Laryea grew up as the daughter of a Ghanaian immigrant single mother — shaped by resilience, education, and deep curiosity about how people survive, thrive, and build. Her path took her from Goldman Sachs into the heart of global finance, and then into academia at Yale University, where she earned a dual PhD in African American Studies and Sociocultural Anthropology. She walked into Wall Street as both insider and outsider. And that tension — belonging and questioning at the same time — became the catalyst for her new book, Black Capitalists: A Blueprint for What Is Possible. Laryea describes her early corporate experience as a kind of “culture shock.” Goldman Sachs exposed her to wealth, privilege, speed, and power — but also to contradictions. The environment raised more questions than answers and set her on a path of asking: How do Black people navigate an economic system that has often profited from our labor — while rarely inviting us to benefit fully from it? That curiosity didn’t push her away from capitalism. Instead, it pushed her deeper into understanding how it works — and how it could work differently. Challenging the Story: Are Black People Only Labor — Never Beneficiaries? Much of academic conversation about capitalism and race assumes one truth: that Black participation inevitably leads to exploitation. There is history to support that view — slavery, discriminatory banking systems, and a racial wealth gap that remains wide. But Laryea noticed something striking during her time on Wall Street: Black people — and people of color — were not only surviving inside the “belly of the beast.” They were navigating, negotiating, growing, and sometimes redirecting resources back into their communities. Their relationship with capitalism wasn’t simple. It was: complicated strategic layered sometimes contradictory That realization reframed her work. Instead of asking whether Black people “belong” in capitalism, she began asking: What happens when Black people learn to reposition themselves inside the system — intentionally, ethically, and purposefully — to create social good? What Does It Mean To Be a “Black Capitalist”? In Black Capitalists, Laryea distinguishes between two ideas. A Black capitalist is someone who identifies as Black and deliberately repositions themselves within the economy to benefit — and to create social good. This isn’t about greed. It isn’t about replicating harm. It is about strategy, power literacy, and responsibility. Meanwhile, Black capitalism itself, she argues, is race-agnostic. Anyone — individually or collectively — can practice it, if the intention is to use economic tools to build, heal, strengthen, and expand opportunity. This way of thinking disrupts the traditional narrative that capitalism is either villain or savior. Instead, it becomes a tool — one that can be shaped. When Access Becomes Agency Laryea highlights real people using capitalism differently. Like a Goldman Sachs employee and Ifa priest who sees himself as a “spy” — gaining access, gathering resources, and redistributing them into Black communities. Nigerian-born entrepreneur Wemimo Abbey , co-founder of Esusu, whose company allows renters to build credit through their rent payments while preventing evictions. Abbey calls it a “win-win-win” because renters build credit, landlords stay paid and society reduces homelessness. This is capitalism leveraged — not blindly accepted. Choosing to Tell Her Own Story Many women Laryea interviewed feared exposure, even anonymously. Their experiences in corporate spaces mirrored hers: ambition, isolation, ceilings, contradictions, and the emotional costs of navigating systems not built for them. So she chose to stand in the gap — and tell her own story. By naming her experience, she honored theirs. Because so many Black professionals know this tension. We are invited to participate — but not always welcomed to benefit. Not Dismantle vs. Endorse — But Transform Laryea is realistic. Capitalism isn’t disappearing tomorrow. And ignoring it will not shield anyone from its impact. Her question becomes deeply pragmatic: If the system exists — how do we learn it, navigate it, use it, and reshape it toward justice? She calls for collective clarity and alignment. Lock arms. Get on the same page. Use tools wisely. Build equity wherever possible. Choose agency instead of reaction. Not assimilation. Not blind participation. Learnings / Takeaways Here are the deeper lessons her work invites: Power is not evil — but unmanaged power harms. Understanding economic systems is part of community protection and advancement. Access without purpose is empty. It’s not enough to “get in the door.” What matters is how resources flow once you're inside. Capitalism is a tool — not an identity. Tools can build homes — or burn them down. The hands using the tool matter. Participation is not betrayal. Black participation inside systems does not equal complicity when the intent is repair, uplift, and reinvestment. Storytelling matters. Naming our journeys gives others courage to step into power thoughtfully and responsibly. The work is collective. Transformation doesn’t happen in isolation. It happens when communities align — intentionally, strategically, bravely.
By Kim Anthony December 26, 2025
When Damola Adamolekun stepped into Red Lobster after its 2024 bankruptcy, he didn’t just inherit financial distress. He inherited exhaustion, confusion, and broken trust. This wasn’t only a balance sheet problem — it was a people problem. Instead of rushing into drastic cuts, he started with listening. He walked locations, asked questions, and acknowledged what employees were carrying. Many were simply “beat down.” That honest reset created space for real rebuilding to begin. People First — Because Culture Drives Performance Adamolekun treated employees as partners in the turnaround, not as line items. Town halls, conversation, training, and performance incentives restored dignity and ownership. As morale improved, customer experience improved. Recovery didn’t begin with marketing campaigns — it began with people feeling valued again. Restoring Order Before Chasing Growth Red Lobster’s decline had grown over time through high leases, outdated systems, and inconsistent operations. Adamolekun moved decisively but with discipline: renegotiating costly leases trimming unnecessary overhead tightening financial controls modernizing technology and data Speed mattered — but structure mattered more. Stability became the foundation for everything that followed. Modernizing Without Losing the Brand With systems stabilized, innovation was intentional. Menu refreshes, updated presentation, and more accessible pricing brought new energy while honoring the classics guests still love. The goal wasn’t reinvention — it was relevance. Innovation supported the mission instead of replacing it. Culture First. Numbers Next. Projected profitability by 2026 signals more than a financial comeback. It reflects alignment returning across the organization — stronger systems, motivated teams, and customers reconnecting. True turnarounds rarely start in spreadsheets. They begin with clarity, trust, and disciplined execution — and then the numbers follow. Leadership With Courage and Care At just 36, Adamolekun models a leadership style rooted in empathy and decisiveness. He acknowledged pain, took ownership, made difficult choices, stayed visible, and invited people back into purpose. He recognized that morale isn’t “extra.” It is infrastructure. Learnings / Takeaways Repair trust before fixing strategy. People cannot perform in survival mode. Morale is operational. Respected teams deliver better service and stronger results. Discipline beats drama. Order and systems must precede aggressive growth. Innovate thoughtfully. Refresh the experience without abandoning the brand’s core. Culture drives outcomes. Healthy organizations produce healthy numbers.
Show More