Seu parceiro não está de acordo com sua liderança de pensamento. Como você enfrenta esse desafio?

What I found helpful in a situation where our partner isn’t on board with our thought leadership can be managed through an open conversation to understand concerns and possibly fear of change. It is recommended to emphasize the mutual benefits and how our thought leadership can contribute to meeting shared objectives. Providing examples on how ideas worked well in the past for the larger team. It is imperative that we accept the fact that change takes time hence adjusting our approach by finding a middle ground is key. It may be helpful to bounce our ideas with an external mentor who understands us to seek validation to build trust and commitment.

When your partner isn't on board with your thought leadership, start by understanding why. Have an open conversation to uncover their concerns or doubts. Listen without judgment, and ask clarifying questions to get to the root of the issue. Their perspective may reveal valid points or misunderstandings that need addressing. By showing empathy and a willingness to adapt, you can work together to align your goals, turning potential conflict into a collaborative growth opportunity.

Few tips to address this issue: 1. Build Credibility Over Time: Establish your thought leadership gradually, demonstrating its value through consistent results and actions that benefit both you and your partner. 2. Understand and Align: Openly discuss your partner’s concerns, aligning your thought leadership efforts with shared goals to show how it can benefit both of you. 3. Communicate and Compromise: Keep communication open, propose compromises, and adjust your approach based on feedback to ensure your partner feels involved and supported.

Approach the situation with empathy and open communication. Begin by understanding their concerns and perspectives, addressing any fears or misconceptions. Frame your vision in a way that highlights mutual benefits and aligns with shared goals. Compromise where necessary, but also assert your commitment to your vision. Foster collaboration by involving them in aspects where their strengths can shine. Ultimately, success in thought leadership often requires both individual conviction and collective support.

When my partner wasn't on board with my thought leadership, I listened to their concerns. We talked it out and made a plan together. I started small, showing how it could benefit us both. I involved them in my content, making it our project. Now they're my biggest supporter! Remember, it's about teamwork. Find ways to make it work for both of you. With patience, you can turn your partner into your cheerleader. It's worth it!

Start by clearly explaining how your thought leadership can benefit both of you in the long run. Highlight how it can open doors to new opportunities, enhance your professional reputation, and ultimately contribute to shared goals. By connecting your vision to mutual interests, you can help your partner see the value in supporting your efforts. It’s like convincing them to watch your favorite show—once they see the payoff, they’ll be hooked too (even if they don’t admit it at first)!

Great topic - setting boundaries: do not be a begger! Here's how I'd describe it: most vendors look to GSIs and Hyperscalers to 'be invited' to 'their party' - that's equivalent to the awkward guy wearing bike shorts and Birkenstocks and a dye T-shirt wanting to be introduced to the host's sister. Invite to your OWN party! Have an opinion. Know your customers and facts! The may not align with everybody else's and that's okay - we learn and adopt. But if you're 'run of the mill' - you don't have an opion, no statement, ... no own party ...

Understand their concerns and work together to find a middle ground that respects both of your needs. This could mean setting boundaries on how much time or resources you devote to thought leadership, or finding ways to involve them in the process. Compromise shows that you’re committed to balancing your ambitions with the relationship’s harmony. Think of it like sharing the remote—sometimes you watch what they want, but occasionally, they might just enjoy your choice of show too!

I love democracies: compromises are awesome. But this is sales, and folks, sales is a dictatorship. Once, we know what our customers 'want' (need!), compromises are difficult. We need to be firm and (again) know our facts. Your facts are wrong? Well, yeah, compromise it is. You don't know any better? yeah, again, compromise it is - but the question stands in the room: why don't you have your facts???

Uhmmmm, not sure where this question is coming from but let's be honest: as a vendor, we spend this quarter and Q+1 with our customers for the next 'thing' - in contrast: (service) partners are with our partners 4-5 days a week. You're not listening? - well, I have nothing to share with you in that case. Go home and learn partnering, sorry. You're in the wrong role!!!!

Nothing can be achieved greater than team or two. Consistent effort to collaborate by clarifying your perspectives from his view point repeatedly can enlighten him. Also applying his few percentage of expertise, views, suggestions can definitely value add or atleast make him/them to stay onboard with you for bigger projects. Adjusting, accomodating others views will add strength to your endeavours. Believe in yourself, if your intention is right, you will get the right person as partner or your partner can turn right(live or leave) sooner

NOBODY has the monopoly of being right (definitely not me, ask the misses) - reflection and agile adaption of our GTM, our approach to solving comes from 'extreme team working'. And with that, I yield to the next