Section 5. Making Personal Contact with Potential Participants

• How to make a good impression

• What to do before the meetings

• What to do at the meetings

• Unscheduled meetings

• Making contact by phone

• Dealing with rejection

As we've noted previously, personal conversation can be a useful way to invite potential participants, especially when the opportunity involves significant responsibility or would benefit from discussion. A face-to-face meeting may work well in some situations, while a phone call, video meeting, email, letter, or another method may be more appropriate in others. Choose the approach based on the person, relationship, purpose, accessibility needs, and communication preferences.

But suppose you choose to set up a face-to-face meeting; the meeting time approaches, and there you are. What do you do? How should you use that meeting time productively? How can you help the other person understand the opportunity and decide whether participation makes sense for them?

How to make a good impression

Much of the answer is simple: be prepared, respectful, attentive, and dependable. People are likely to notice whether you arrive on time, understand the purpose of the meeting, listen to them, and communicate clearly.

Basic courtesy matters, but there isn't one universal formula for making a good impression. Eye contact, conversational style, physical distance, greetings, and clothing expectations can differ across people, cultures, disabilities, professions, and settings. Be respectful and authentic rather than trying to perform a particular style. Dress appropriately for the activity and setting, and make sure your behavior communicates that you value the other person's time.

Good preparation will matter more than any single social technique.

The focus of this section is practical guidance for meeting potential participants in person. Many of the same principles also apply to phone or video conversations and to some unscheduled community outreach. Door-to-door outreach and phone contact raise additional privacy, safety, and convenience considerations, which we'll discuss later in the section.

What to do before the meeting

Learn enough about the person or organization to make the conversation relevant. What is their role? What public work, interests, responsibilities, or community connections relate to the issue? Have they already expressed an opinion or interest in the topic? Use information that is appropriate for the context and avoid unnecessary personal profiling.

Think about the meeting ahead of time. Be clear about what you want to explain, what questions you want to ask, and what kind of participation you are inviting the person to consider. Also prepare for several possible outcomes. The person might be interested, want additional information, suggest a different role, have concerns, or decide that the opportunity isn't right for them.

Preparation can help you feel more confident, but the goal isn't to script the other person's response or guarantee a particular outcome. A good meeting gives both people enough information to decide what, if anything, should happen next.

What to do at the meeting

A Helpful Note: In this section, our focus is primarily on meeting people one at a time as individuals. But it's also possible to meet people in groups -- for example, by making a presentation at another organization, speaking at a public meeting, or inviting several potential participants to an information session. Many of the same principles apply.

Thank your prospective participant for being there and for taking the time to meet with you.

Do this sincerely. Their time is valuable, and they chose to spend some of it learning about your organization or project.

Appreciation should be genuine rather than a technique for producing a particular response. Thank the person because their time and attention deserve respect.

Begin with natural conversation when appropriate.

You don't necessarily have to jump immediately into your request. A little conversation can help people become comfortable and establish a human connection. Depending on the relationship and setting, you might briefly talk about a community event, your shared work, a mutual acquaintance, or something else that arises naturally.

Don't force small talk, search for topics simply because you expect agreement, or use personal information to manufacture similarity. Some people prefer to move directly to the purpose of the meeting, and that's fine.

Let the other person help set the pace. Pay attention to what they say and to whether they seem ready to move into the main conversation. Don't assume that a particular gesture or lack of eye contact necessarily means the same thing for everyone.

Also be aware of the time set aside for the meeting. Respect the agreed-upon schedule and make sure you reach the main reason for meeting without unnecessarily prolonging the conversation.

State the purpose of the meeting from your point of view.

Tell the prospective participant what your role is, why you made contact, and what you'd like to discuss. Be direct, honest, and concise.

Present the key points in summary form and leave room for dialogue. You can bring or share fact sheets, brochures, webpages, reports, or other supporting materials when they will help the person understand the issue. Don't overwhelm them with information they don't need.

State what you are inviting the person to consider.

Be explicit.

Do you want the potential participant:

• To come to one of your meetings?
• To serve on a board or advisory board?
• To undertake a specific task, independently or with a working group?
• To make a financial contribution?
• To donate a service, resource, or other in-kind support?
• To introduce you to another person or organization that may be interested, when they are comfortable doing so?
• To become involved in some combination of these ways?
• Something else?

If there is one specific thing you're inviting them to consider, say so directly. If there are several genuine possibilities, explain them and ask whether any fit the person's interests, availability, or role. Don't offer a long list simply to keep negotiating until the person agrees to something.

Explain why the opportunity may be relevant to the person.

Why did you think of this particular person or organization? What shared issue, responsibility, experience, or interest connects them with the work? Be ready to explain that connection honestly.

Possible reasons someone might value participation include:

• Contributing to people or communities they care about
• Learning useful information
• Building relationships with people working on related issues
• Helping address a problem they consider important
• Having a meaningful voice in decisions that affect them or their organization
• Developing relevant skills, experience, or professional relationships when those are genuinely part of the opportunity
• Enjoying the social side of working with others
• Supporting work that may also benefit their organization, neighborhood, or community

Don't assume these are everyone's motivations. Ask what matters to the person and listen to the answer.

Listen to what your prospective participant has to say.

Give them space and time to respond. Ask what questions or concerns they have, and listen carefully.

People may have practical concerns about time, transportation, accessibility, child care, cost, scheduling, organizational responsibilities, or the work itself. Others may simply not be interested. Don't assume that hesitation hides a "true objection" that you need to uncover and overcome.

Answer questions accurately. If you don't know the answer, say so and offer to follow up. If a concern shows that the role isn't a good fit, that's useful information too.

Examples: Concerns and possible replies

The person may be concerned about time commitment:

"I don't know if I have the time to do this."
"That makes sense. The usual time commitment is about three hours a month. If that doesn't fit your schedule, there may be other ways to participate, but there's no pressure to decide now."

Or ability to commit to a certain length of time:

"A year from now, who knows where I'll be."
"That's understandable. The role is normally a one-year commitment, so if that doesn't work for you, we can talk about a shorter-term role or leave the door open for another time."

Or availability at the meeting time or day:

"Thursday afternoons are sometimes a bad time for me."
"Thanks for letting me know. We're reviewing our meeting schedule, so I'll make sure that concern is included."

Or ability or skill to do the job:

"I've never done anything like this before."
"That's okay. We provide orientation and support, and I can explain what the role involves so you can decide whether it feels comfortable."

Or the mission and purpose of your organization itself:

"I support a lot of what you do, but a few of your goals concern me."
"I'd be glad to hear which ones. I can explain our position and answer questions, and it's okay if we still don't agree on everything."

Concerns don't have to be treated as objections to defeat. They can help both sides understand whether participation is realistic and appropriate.

If someone is interested but unable to take on the role you initially described, you can mention another appropriate option when it seems useful. If the person clearly declines, respect that answer rather than continuing to negotiate for a smaller commitment.

Review what you have agreed on.

This helps make any agreements or next steps clear.

You might say, "Just to make sure I understood, you'll attend the November meeting and I'll send you the agenda beforehand. Does that sound right?" This gives the other person an opportunity to correct anything you misunderstood.

Bring the meeting to a natural conclusion and respect the time you agreed to use.

Let the prospective participant know what the next steps are going to be.

It might be, "I'll email you the information tomorrow," "I'll send you the registration link," or "Would you like me to contact you after the next meeting?"

Agree on the next step and, when possible, the person's preferred communication method. Don't surprise people with repeated calls, messages, or other follow-up they weren't expecting.

Thank the prospective participant.

Thank the person for their time and for any participation or follow-up they have agreed to. Provide any useful materials they requested.

If there is time, a little more conversation may end the meeting.

Let the meeting end naturally. A friendly closing can reinforce the relationship without needing to turn every last moment into another recruitment effort.

Follow up on what you said you were going to do from your end.

If you promised information, an introduction, a link, an accommodation, or another next step, provide it promptly. Reliability helps build trust.

Unscheduled meetings

The suggestions above apply especially to meetings that have been scheduled or arranged in advance. Sometimes, however, organizations also conduct door-to-door outreach, canvassing, tabling, or other community contact without individual appointments.

These situations require additional consideration because you are approaching people who may not be expecting the interaction. Respect for privacy, safety, time, and the person's right to decline is especially important.

Why might an organization use door-to-door outreach?

• You may want to provide information to households throughout a specific geographic area, such as a neighborhood affected by a proposed development or service change.
• You may be part of a larger community campaign in which volunteers are assigned different geographic areas.
• Your goal may be a specific one-time action, such as sharing information about a public meeting, asking eligible people to sign a petition, or inviting community members to participate in an event.
• You may want broad geographic outreach rather than a small number of longer individual meetings.

Door-to-door outreach can be useful, but it also places responsibility on the organization to protect both residents and outreach workers and to avoid intrusive or high-pressure practices.

Before

• Learn about the community. Understand the issue, geography, languages, accessibility needs, local organizations, and other relevant context. Learn enough to communicate respectfully without making assumptions about individual households.
• Define the outreach area and purpose. Decide whether you're contacting every household in a geographic area or using another appropriate method. Avoid profiling individual homes or residents by gender, race, disability, family status, homeownership, or other characteristics unless there is a legitimate and appropriate reason connected to the program and lawful outreach.
• Plan your route and safety procedures. Use current maps or navigation tools, make sure outreach workers know the area they're assigned, and establish a way for team members to stay in contact.
• Set realistic goals for how much outreach can be completed without rushing people or sacrificing safety.
• Consider advance notice when useful. A flyer, neighborhood announcement, email, social media post, or message through a local organization can let residents know that outreach workers may be visiting.
• Plan for common situations. What should workers do if no one answers, a child answers the door, a resident asks them to leave, someone wants additional information, or someone invites them inside? Establish safety and privacy expectations in advance. Workers generally should not enter a private residence unless the organization's policies and the circumstances clearly support doing so safely.
• Choose reasonable outreach times. Avoid times likely to be disruptive, such as very early morning or late at night, and follow applicable local rules and community expectations.
• Dress appropriately for the work. Clothing should fit the weather, safety needs, and organizational role. Identification such as a badge or organizational shirt may help residents understand who is at the door.

During

At the doorstep, your first responsibility is to identify yourself clearly and give the resident enough information to decide whether they want to continue the conversation.

• Introduce yourself by name and identify your organization. If a mutual acquaintance genuinely suggested the contact and gave permission to be mentioned, you can say so.
• State briefly why you're there.
• Don't require a resident to provide their name unless it is actually needed. If they volunteer it or you need it for a particular request, handle the information appropriately.
• Ask whether they have a moment to talk. If they say no, thank them and leave. If they ask for another way to receive the information, provide one when possible.
• Explain the issue briefly and clearly. Ask what the resident already knows when that would help, rather than assuming their familiarity or viewpoint.
• Ask genuine questions. Listen to the person's views and concerns. Don't use a series of questions designed primarily to make them say "yes" before presenting your request.
• State the action you're inviting them to consider. It might be attending a meeting, signing a petition when eligible, completing a survey, volunteering, making a contribution, or another action. Make clear that the choice is theirs.
• Explain why the action may matter. Focus on the purpose and community impact rather than assuming what the individual personally stands to gain.
• Respond appropriately to the person's decision.
  • If someone has questions or is uncertain, answer what you can and provide additional information if they want it.
  • If the original request doesn't fit but the person expresses interest in another way of participating, you can discuss that option.
  • If someone says no or clearly wants the conversation to end, thank them and leave. Don't keep reducing the request or repeating your argument.
• Invite ideas when appropriate. Residents may know about concerns, resources, or community connections you haven't considered. Listen without assuming they should recruit other people for you.
• Thank the person. If further contact is needed, ask whether they would like to provide contact information and how they prefer to be reached. Don't collect phone numbers or other personal information simply because it may be useful later.
• Keep an appropriate record of the outreach. Record information necessary for the project -- for example, whether contact was made, whether follow-up was requested, and what action is needed. Avoid recording unnecessary personal details.
• Be friendly and respectful without being insincere. Outreach can be tiring, so work in reasonable shifts and support volunteers in taking breaks when needed.

These ideas can also apply to tabling, street outreach, canvassing, or other unscheduled community contact. Not every chance encounter should become a participation request. Use judgment, respect people's personal time, and ask permission before turning an informal interaction into an organizational conversation.

Making contact by phone

Phone contact can be useful when a real-time conversation would help but an in-person meeting isn't necessary or convenient. It may also be a good choice when the person prefers phone communication or when you already have an established relationship.

Why?

Phone calls can allow you to speak with more people without requiring travel, but speed shouldn't be the only consideration. The main question is whether a phone conversation is an appropriate, welcome, and effective way to communicate with the person.

When?

• Phone contact may be useful in many situations:
• When you're inviting someone to a specific event or short-term opportunity
• When you need to reach several people and a brief conversation is appropriate
• When your message is straightforward but may still benefit from questions and answers
• When you already know the person and phone communication is comfortable for both of you
• When a phone call is useful before or after another type of contact -- for example, to schedule a meeting or clarify next steps

How?

A few additional tips apply to phone outreach:

• Plan the main points you need to communicate, especially if the person isn't expecting your call. Introduce yourself and your organization promptly and ask whether it's a convenient time to talk.
• It can help to write a short outline or sample opening so that important information isn't forgotten. Use it as a guide rather than reading a rigid sales script.
• Speak clearly and naturally. You don't need to manufacture a particular "persuasive voice." Make sure the other person can hear and understand you, and pay attention to whether they seem comfortable continuing the conversation.
• Evaluate your outreach approach. Are people understanding the invitation? Are you contacting them through appropriate channels? Are common questions revealing information you should make clearer? Use those lessons to improve future communication rather than focusing only on how many people agree.

Be prepared for ordinary situations:

• The number may no longer be in service
• No one may answer
• You may not have current contact information
• You may reach voicemail
• The person may not be available
• The person may not want to speak at that time
• The person may ask you to call back another time
• The person may end the call quickly

If you reach voicemail, a brief message identifying yourself, your organization, the purpose of the call, and an appropriate way to respond is usually enough. Don't repeatedly call someone who hasn't asked for additional contact. When appropriate, use email, text, or another agreed-upon channel instead.

Keep the conversation as long as it remains useful and welcome. The goal isn't to keep someone on the line until they agree; it's to communicate clearly, answer questions, and let them make their own decision.

Dealing with rejection

Not everyone will want or be able to participate, and that is normal. People may decline because of time, priorities, disagreement, lack of interest, previous experiences, or many other reasons. A refusal does not necessarily mean that your outreach failed.

Respect the answer. Thank the person for considering the invitation, and don't take a refusal personally. If they specifically say that the timing is the problem or invite you to contact them about a future opportunity, you can follow up later. Otherwise, leave the relationship on good terms and move on.

You can still learn from patterns in your outreach. If many people mention the same barrier or concern, the organization may need to reconsider its meeting schedule, accessibility, role expectations, communication, or other aspects of participation.

In Summary

Making personal contact with potential participants can take time and skill. Good outreach requires preparation, clarity, listening, respect, and follow-through. Whether you're meeting someone face-to-face, talking by phone, or conducting community outreach, the purpose should be to give people a genuine opportunity to understand the work and decide whether and how they want to participate.

When people do choose to become involved, when they take meaningful roles, build relationships, develop leadership, and contribute to stronger community action, those results can be deeply rewarding. Strong participation grows from trust and meaningful opportunity, not simply from successful persuasion.