This is a summary of the Nearbound guide and serves as an introduction to your understanding of deploying Nearbound. We recommend downloading the guide in order to fully understand Nearbound and how you can implement it.

Phase 3:

This chapter starts with phase 3. Individual contributors are encouraged to assume positive intent when working with partner teams. It’s important to approach interactions with an open mind and collaborative spirit, recognizing that partnerships are a two-way street. By fostering a positive working relationship with Partner Managers, individual contributors can establish a strong foundation for effective collaboration.

Sharing insights and knowledge about accounts is a key aspect of working with partners. Individual contributors should be prepared to provide objective and subjective information about the accounts they are working on, including historical timelines, key contacts, divisions or business units, use cases, objections, and value hypotheses. This information helps the partner team understand the account better and align their efforts to drive mutual success.

Maintaining a clean CRM and forecast is essential to keep track of opportunities and ensure accurate reporting. Individual contributors should critically assess the likelihood of engagement for each account and avoid labeling opportunities that have not made meaningful progress. By maintaining a realistic view of the pipeline, individual contributors can effectively collaborate with partners and prioritize their efforts.

Accountability is another important aspect of Phase 3. Individual contributors should hold Partner Managers accountable by asking relevant questions and seeking clarity on expectations and next steps. It’s acceptable to challenge requests or seek additional information to make conversations more productive. Clear communication and alignment of responsibilities help create a shared understanding of how to approach the accounts and achieve desired outcomes.

It’s crucial for individual contributors to remember that the accounts and partners they are working with belong to the company, not solely to themselves. Letting go of a sense of ownership and embracing alternative methods of selling through the ecosystem benefits everyone involved. By focusing on driving sales effectiveness and solving for enterprise value, individual contributors can maximize their contributions to the company’s success.

Phase 4:

In Phase 4, individual contributors are encouraged to take action and maximize the value of their partnership interactions. Preparation is key, just as it is with prospect calls. It’s important to execute call prep by researching the partner and understanding their business, including who they sell to, what they offer, and how they operate. By gaining a solid understanding of the partnership, individual contributors can effectively position the value of working together with prospects.

Asking for help is a crucial aspect of collaborating with partners. Individual contributors should proactively seek assistance from partners and be willing to offer their support in return. Clear communication and mutual cooperation fuel the partnership and drive joint success. Additionally, exploring examples of the partnership in action and incorporating them into sales narratives can enhance credibility and build trust with prospects.

Preparing thoughtful questions is essential during partner calls. The goal is to fill in any knowledge gaps and gather the information needed to sell more effectively. By taking the time to think through the sales process and identify areas where additional insights are required, individual contributors can ensure they get the answers they need to succeed.

Commitment to the process is vital. Following through on commitments and delivering on promises is crucial for building a trusted relationship with partners. Both individual contributors and Partner Managers play a role in keeping the plan on track and ensuring that actions are taken as agreed upon.

It’s important for individual contributors to remember that the accounts and relationships they are working on with partners do not solely belong to them. Partners may have established connections and relationships with clients and prospects over many years. Being mindful of the asks and expectations placed on these relationships is crucial for maintaining a positive buyer experience within the ecosystem.

Phase 5:

Phase 5 focuses on measuring progress, coaching, and iterating to improve the effectiveness of selling with partners. Sellers need to track their numbers and understand the impact of leveraging the ecosystem on their territory or target accounts. This includes measuring partner involvement, win rates with and without partner support, and planning for future partnership opportunities.

Closed won/closed lost reviews are essential for gathering feedback and insights from deals that have concluded. By scheduling dedicated sessions with all parties involved, sellers can identify what worked well and areas for improvement, ensuring continuous learning and growth.

Creating partner-specific dashboards enables sellers to track their progress against key partnership metrics on a monthly, quarterly, and annual basis. Comparing performance with peers and the broader sales organization provides valuable insights and helps drive accountability and healthy competition.

Recognizing successes and providing feedback should be done both publicly and privately. Publicly praising team achievements fosters a positive culture, while constructive feedback should be given privately, treating colleagues, counterparts, and partners with respect and professionalism.

Setting partner-specific plans and targets is an important step in building a long-term trusted relationship. Sellers should collaborate with their Partner Managers to establish shared goals, such as total opportunities opened together or revenue targets that benefit both sides. Documenting these plans and involving the Partner Manager in the process ensures alignment and commitment.

Conclusion:

Overall, take note of the importance of collaboration, knowledge sharing, accountability, and a cooperative mindset when working with partners as individual contributors. By actively participating in the insights-sharing process, individual contributors can harness the power of partnerships to drive sales success and deliver value to the organization.

In addition, preparation, active participation, commitment, and respectful collaboration are as important. By taking action and fully leveraging the partnership, individual contributors can enhance their selling effectiveness and provide value to prospects and customers within the ecosystem.

Consistently measure, coach, and iterate so sellers can optimize their approach to selling with partners, drive better results, and continuously improve the effectiveness of their partnership strategies.
There’s much more information available on how to implement this strategy. We recommend downloading the Nearbound guide, reading it fully, taking notes, and determining the 2-3 actions that you will take to start implementing this. Nearbound is your path to the promised land and out of the economic challenge. Nearbound will help you stop selling on hard mode and market much more efficiently.