Cultivating Meaningful Connections

Having had many coffee chats recently, I’ve realized: Genuine curiosity drives the best conversations. And the way to show curiosity is by asking great questions. I believe asking great questions is the most important skill in any conversation—far more valuable than saying something clever/impressive. In fact, asking great questions is impressive in itself as it involves multiple skills: - Intellectual insight (grasping + building on context) - Emotional understanding (active listening + empathy) - Strong communication (verbal + non-verbal) So, how to ask great questions? We often ask about facts, processes, and surface-level opinions. But the goal should be to go one level deeper. What works for me is asking open-ended questions in these big five: 1. Motivation — "What inspired you to do X?" 2. Decision-making — "How/Why did you decide X?" 3. Emotions — "Are you happy with X?" 4. Challenges — "What was hardest doing X?" 5. Vision — "Where do you see this going?" It’s simple, but it must come from genuine curiosity. You really have to want to know. Be fascinated by people’s lives and stories. Combine this with deep listening, thoughtful contributions and a touch of humor - You'll connect more with almost anyone. And you'll be more memorable to them.

Fundraising in India is a beautiful, brutal dance. After 15 years of knocking on doors, writing proposals, and building relationships in the charity space, I've learned that money follows trust, not just need. And trust is earned in whispers, not shouts. Most fundraisers think it's about the pitch. The perfect slide deck. The heart-wrenching story. The immaculate impact metrics. But that's just the costume you wear to the real party. The truth is messier. More human. More honest. First, nobody cares about your organization. They care about the problem you're solving. Stop talking about your NGO's journey and start talking about the journey of the people you serve. Your founder's story matters less than the story of the girl who can now read because of your work. Second, relationships outlast transactions. I've watched fundraisers chase cheques like they're chasing buses – desperate to catch the next one, forgetting that the real journey happens when you're walking together. The donor who gives you ₹10,000 today could give you ₹10 crores in a decade if you treat them like a partner, not an ATM. Third, most Indian donors don't want innovation. They want reliability. They've seen too many NGOs come and go, too many promises evaporate. They're tired of funding pilots that never take flight. Show them consistency before you show them creativity. Fourth, your finance team is your secret weapon. In a country where trust in institutions is fragile, your ability to account for every rupee isn't just good practice – it's your survival strategy. I've seen brilliant programs collapse because someone couldn't explain where the money went. Not because of corruption, but because of chaos. And finally, the hardest truth: fundraising isn't about money. It's about meaning. People don't give to causes; they give to become the person they want to be. The businessman who funds your education program isn't just building schools – he's rewriting his own story, becoming the hero his childhood self needed. I've sat across from millionaires and watched them cry when they talk about their mothers. I've seen corporate leaders who manage thousands of crores struggle to write a personal cheque for ₹5,000. I've witnessed wealthy donors argue over a ₹500 expense while approving ₹50 lakhs in the same meeting. Because money isn't rational. It's emotional. It's cultural. It's complicated. The fundraisers who thrive in India aren't the ones with the fanciest degrees or the most polished English. They're the ones who understand that in this country, giving is deeply personal, profoundly spiritual, and incredibly relational. So stop treating fundraising like a Western import that needs to be implemented. Start treating it like what it is – a conversation about values that's been happening on this soil for thousands of years. Because when you get it right, you're not just raising funds. You're raising hope.

Want to raise money from foundations? It's not just about persistence—it's about speaking their language. When I first started seeking foundation support for Mongabay, I faced a wall of silence. No responses. When I was lucky, I got a "No thanks." At the time, I thought I was taking the right approach. I targeted foundations aligned with our work in journalism and conservation. But I quickly learned that good alignment isn't enough. The way I framed our work needed to change. Program officers aren't just looking to support great causes; they want to achieve impact. Once I shifted my outreach to focus on how Mongabay could help them achieve their goals, my success rate increased—though there are still far more non-responses and nos than yeses. Here are a few lessons I've learned: 1/ Focus on their objectives, not yours. ↳ Foundations are often trying to solve complex challenges. Instead of leading with what Mongabay does, I began emphasizing how our work supports their mission. 2/ Be concise and clear. ↳ Program officers are busy. Long-winded pitches didn’t get me far. Clear, succinct messaging worked better. 3/ Cold outreach is tough. ↳ The reality? Most cold messages go unanswered. Whenever possible, I leaned on introductions where I could get them. 4/ Relationships matter. ↳ In philanthropy, as in life, trust is built over time. Regular updates, even when not tied to an ask, help maintain connections. 5/ Measure impact. ↳ Reporting back on how foundation support has translated into tangible results has been key to securing renewals. Even now, I don't have all—or even most—of the answers. But over the years, I've seen Mongabay's foundation support grow from zero to several million dollars annually. This increased support has allowed us to expand from a team of two to about 120, dramatically scaling our impact. It's clear proof that refining your approach can lead to meaningful results. For those navigating the fundraising landscape, remember: Foundations aren’t just writing checks; they’re investing in outcomes. Speak to that, and you’re on the right path.

Why “Love and Belonging” Matter More Than We Think We often talk about motivation at work in terms of performance, growth, and self-actualization, the top of Maslow’s Hierarchy of Needs. But one layer often gets overlooked: Love and Belonging. After our basic physiological and safety needs are met, we crave connection to feel seen, valued, and part of something larger than ourselves. It’s not “soft” or secondary; it’s foundational to human motivation. In the workplace, this translates to: -Genuine relationships with colleagues -Feeling heard and included -Trust in teams and leaders -A sense of community and shared purpose When people feel that they belong, creativity flourishes, engagement deepens, and resilience grows. No amount of perks or pay can replace that. Leaders who intentionally cultivate belonging don’t just build teams, they build trust, loyalty, and meaning. So perhaps the real question isn’t “How do we motivate people?” It’s “How do we help them feel that they truly belong?”

I know a few people who are not curious -- or at least, they never demonstrate that they're curious about ME. They talk about themselves and their interests, but don't ask me anything about my life. They're not demonstrating helpful curiosity. I also know a few people who ask a million questions that are overly personal, or too pushy, or too prying. What makes this worse is when they don't remember what I've shared nor do they remember when I've told them what I am not comfortable sharing. That's not demonstrating helpful curiosity either. We tend to think of curiosity as just asking questions, but it's way more that that. 1. Helpful curiosity is intentional. It's asking questions that serve the other person, not just feeding your own need for information or filling awkward silence. 2. Helpful curiosity is reciprocal. It creates space for genuine exchange rather than one-sided interrogation or monologue. 3. Helpful curiosity remembers. When someone shares something meaningful, you build on it in future conversations instead of asking the same questions repeatedly. 4. Helpful curiosity respects boundaries. It notices when someone deflects or changes the subject, or even directly says not to go there, and it honors those signals without pushing. 5. Helpful curiosity follows up. "How did that presentation go?" "Did you end up taking that trip?" These small acts show you were actually listening. The people I feel most connected to aren't necessarily the ones who ask the most questions. They're the ones who ask the right questions at the right time, remember my answers, and create space for me to be curious about them too. Curiosity isn't just about gathering information; it's about creating connection. And that requires as much emotional intelligence as intellectual interest. #curiosity #emotionalintelligence #leadership

The lesson I take from so many dispersed teams I’ve worked with over the years is that great collaboration is not about shrinking the distance. It is about deepening the connection. Time zones, language barriers, and cultural nuances make working together across borders uniquely challenging. I see these dynamics regularly: smart, dedicated people who care deeply about their work but struggle to truly see and understand one another. One of the tools I often use in my work with global teams is the Harvard Business School case titled Greg James at Sun Microsystems. It tells the story of a manager leading a 45-person team spread across the U.S., France, India, and the UAE. When a major client system failed, the issue turned out not to be technical but human. Each location saw the problem differently. Misunderstandings built up across time zones. Tensions grew between teams that rarely met in person. What looked like a system failure was really a connection failure. What I find powerful about this story, and what I see mirrored in so many organizations today, is that the path forward is about rethinking how we create connection, trust, and fairness across distance. It is not where many leaders go naturally: new tools or tighter control. Here are three useful practices for dispersed teams to adopt. (1) Create shared context, not just shared goals. Misalignment often comes from not understanding how others work, not what they’re working on. Try brief “work tours,” where teams explain their daily realities and constraints. Context builds empathy, and empathy builds speed. (2) Build trust through reflection, not just reliability. Trust deepens when people feel seen and understood. After cross-site collaborations, ask: “What surprised you about how others see us?” That simple reflection can transform relationships. (3) Design fairness into the system. Uneven meeting times, visibility, or opportunities quickly erode respect. Rotate schedules, celebrate behind-the-scenes work, and make sure recognition travels across time zones. Fairness is a leadership design choice, not a nice-to-have. Distance will always be part of global work, but disconnection doesn’t have to be. When leaders intentionally design for shared understanding, reflected trust, and structural fairness, I've found, distributed teams flourish. #collaboration #global #learning #leadership #connection Case here: https://lnkd.in/eZfhxnGW

Meaningful partnerships are important to me. Lately, a significant portion of my work has involved connecting professionals in the healthcare innovation sector. My trip to Dallas last week started with organic introductions I made in 2024. Some may view making business introductions as a simple and quick process. The process takes time, and time has a cost. In healthcare, innovation doesn’t thrive in isolation; it takes the right connections to move ideas forward. But real impact happens when we prioritize relational partnerships over transactional exchanges. It’s about building trust, fostering mutual respect, and creating opportunities that solve real problems. Here are my thoughts on how to make meaningful introductions: ✅ Lead with Value, Not Ego. Don’t focus on what’s in it for you. Prioritize how both sides benefit from the introduction. Relationships built on genuine value last longer and go further. ✅ Know the Gaps Before You Fill Them. Understand the pain points of both parties. High-impact connections happen when you address a critical need or opportunity. ✅ Vet Ruthlessly, Introduce Thoughtfully. Not every connection is worth making. Be selective and introduce only when there’s a clear alignment of values, goals, and capabilities. Protect the integrity of your network. ✅ Do Your Homework. Before making an introduction, ensure you have a thorough understanding of both parties to effectively explain why the connection is significant. ✅ Frame the Introduction with Context. Set the stage. Provide both parties with sufficient background information to understand the relevance and potential of the relationship. Clarity upfront fosters respect and avoids wasted time. ✅ Stay in the Loop (But Don’t Hover). Follow up to see if the introduction was valuable, but don’t micromanage the outcome. Relationships that thrive are built on trust, not control. ✅ Be a Problem Solver, Not Just a Connector. Your role doesn’t end with the introduction. Be available to offer insights or guidance if needed as the relationship develops. ✅ Protect Your Network’s Trust. Introduce only when it makes sense. One mismatched connection can erode trust and weaken your credibility. Guard your network’s reputation as carefully as your own. ✅ Build for the Long Game. Relational partnerships aren’t built overnight. Consistently show up, add value, and nurture trust over time. Sustainable impact comes from authentic, long-term connections. ✅ Celebrate the Wins. When a connection you made leads to something great, acknowledge it. Recognize the impact and reinforce the power of trusted relationships. Relational partnerships move healthcare forward. When trust and respect are the foundation, introductions become catalysts for real change. If you’re serious about advancing innovation, be intentional with your connections. It’s not about quantity. It’s about quality, trust, and lasting impact. 🔥 #healthcareonlinkedin #partnerships #innovation #sme

People don’t quit jobs. They quit feeling invisible. A 2023 Gallup study found that employees who feel meaningfully recognized are 4x more likely to be engaged and 45% less likely to leave their organization. Recognition doesn’t need to be grand - it just needs to be felt. Most people aren’t looking for applause. They’re looking to feel acknowledged. Appreciated. Visible. Here are 8 simple ways leaders, managers - and honestly, all of us - can help people feel seen in everyday moments: ✅ 1. Personalize Your Feedback Instead of “Great job,” say: “The way you structured that deck made the insights really clear - that’s a strength.” ✅ 2. Recognize in Public, Appreciate in Private Mention someone’s contribution in a meeting, then follow up afterward with a quiet “Thank you - that really helped us move forward.” ✅ 3. Use Eye Contact + Reflective Listening Put down the phone. Look up. Say, “What I’m hearing is… Does that feel accurate?” That moment of attunement builds trust fast. ✅ 4. Acknowledge Effort, Not Just Output Try: “I know how much work went into this. That focus really showed.” It honors the process, not just the result. ✅ 5. Follow Up on a Personal Detail Ask: “How did your son’s first day of school go?” “You mentioned that big pitch - how did it land?” This tells people you actually care, not just remember. ✅ 6. Celebrate Progress Over Perfection Say: “You’ve grown so much in how you handle pushback. That’s real evolution.” People want to know they’re moving forward - not just being judged on performance. ✅ 7. Quote Them Back to Themselves Use someone’s words to support an idea in a meeting. “Like you said last week, Priya - clarity builds trust. That’s exactly what this approach does.” It shows you heard them - and value their thinking. ✅ 8. Ask for Their Perspective Before Making a Decision Invite them in: “Before I move forward on this, I’d love your take - what do you see that I might be missing?” That’s not flattery. That’s inclusion. Want your team to go beyond the bare minimum? Start by making them feel like they matter. Consciously. People show up fully when they feel fully seen. 🔁 Repost to help create compassionate workplaces. 🔔 Follow Bhavna Toor for more on conscious leadership.

When I took on my role as Chief Corporate Citizenship Officer at PMI, I set a handful of parameters for myself and my team: 1. Don’t fall into the trap of arm’s-length checkbook philanthropy: One-off cash infusions can help nonprofits in the immediate term, but they don’t get at the issue of sustainable growth. 2. Focus, focus, focus: Diffusion is the enemy of progress. There are an endless number of worthy causes and charitable organizations, but our greatest impact will come from identifying a small number of causes that are intrinsically tied to our values and vision and making those causes priorities. (In our case, this is U.S. military veterans, women’s equity and empowerment, and hyperlocal activations.) 3. Empower—and learn from—those already in the trenches: We’re not going to dictate what happens at the community level. We’re here to listen and learn and find ways to support and expand the good works already underway. 4. Give a “hand up” instead of a handout: Band-Aid solutions may make us feel good in the short term, but they don’t get to the root problem. The cash infusions we give our community-based partners are meaningful, but their value grows exponentially when paired with our business expertise and insights. 5. Offer employees a chance to contribute to change: We polled PMI’s U.S. workforce earlier this year about our plans to support military veterans. An astonishing 97 percent of employees raised their hands to get involved. There’s a hunger out there for making a positive difference in local communities and the broader world. Find ways to connect your people to the issues that matter most to them. It turns out that this is the way the next generation of philanthropists is thinking about their impact as well. A recent article (I’ll share the link in comments) shares interesting insights into how our younger generations—millennials and Gen Z—are embracing a more comprehensive approach to philanthropy focused on measurable impact and deeper connections. They’re also showing a greater tolerance for the “long game,” willing to take risks in the short term to lay the groundwork for greater gains down the road. As the next generation of philanthropists takes the reins and starts investing more than money in the causes they care about, let’s make sure our organizations are prepared to do the same.

8 Conversation Starters That 2x Your Networking Connections: 1. The Genuine Compliment + Question Specificity wins generic flattery. Try using this template when starting conversations: "I loved your presentation on market trends. What inspired that unique perspective on consumer behavior?" This shows you were paying attention and creates an opening for them to share something personal. 2. The Shared Challenge Approach Shared challenges create shared connections. Here's what you can start with: "I've been struggling with implementing AI tools in our workflow. Have you faced similar challenges?" This positions you as a peer seeking collaboration, not just someone asking for help. 3. The Industry Insight Question Ask for an industry insight to demonstrate you value their expertise: "What's one trend in our industry that you think isn't getting enough attention right now?" This invites them to share unique perspectives that they're passionate about. Plus it allows them to take the conversation in a direction they're excited about. 4. The Value-First Introduction Nothing says “I value your insight” more than applying it upfront. Here's how: "I read your recent article on remote team management and shared it with my department. We implemented your feedback framework with great results." This creates a positive first impression by showing you've already engaged with their work. 5. The Curiosity-Driven Career Question Career journeys are personal yet professional. They are the perfect middle ground for meaningful conversation: "I'm intrigued by your career path from marketing to operations. What was the biggest surprise in that transition?" This shows you've done your homework without being intrusive. 6. The Specific Recommendation Request People love making introductions and recommendations when they know exactly what you need. Try: "I'm looking to deepen my knowledge of data visualization. Is there a resource or person you'd recommend I connect with?" This is specific enough to be actionable but open enough to be easy to answer. 7. The Follow-Up Framework Follow-ups create a natural reason to reconnect. For example: "Thank you for sharing your insights on project management. I'm implementing your suggestion about weekly retrospectives and would love to share results in a few weeks." It shows you value their advice enough to act on it. 8. The Mutual Connection Bridge Referencing a mutual connection instantly builds credibility. Here's how you can do it: "Sarah mentioned you're an expert in healthcare analytics. I'm working on a similar project and would love to hear about your approach to patient data." This creates a sense of extended trust through your shared network. 📬 Yuping went from zero interviews to 2 per week by mastering this kind of messaging. 👉 Want to see how? Grab a free Clarity Call: https://lnkd.in/gdysHr-r