Fluffy conversations, or as our CEO at Forecastable calls them, “squishy” discussions, lack what’s needed to push the needle forward and drive results in partner relationships. These conversations often hover around general inquiries about progress, with responses like “things are going well.” The partner managers then make broad assumptions about what ‘going well’ means.

However, to drive wins, you need more than surface-level exchanges. Whether to achieve retention targets, boost cross-selling initiatives, or secure bigger deals, partners must dig deeper and ensure they’re actively contributing to the shared goals.

Moving from Fluffy to Focused

Set Specific Goals

Revenue-focused conversations require shifting from vague statements to specific, measurable objectives. Instead of subjective assessments, partners should establish clear expectations and success benchmarks upfront in the partnership. That might look like bringing 20 qualified joint leads in the door, or it could be five or even one. Whatever the objective, when you walk into partner meetings, you should be ready for a revenue-focused conversation.

Monitor Progress and Troubleshoot

Let’s say you’re three weeks into a 12-week program, expecting to generate 20 marketing-qualified leads; a revenue-focused conversation measures progress against your goal. If you’re only at two, you’re tracking behind. This conclusion should lead to questions about why:

• Are we not getting enough top-of-funnel activity?
• Are we having win-rate challenges?
• Is the combined solution too much money?

Dig Deep for Solutions

A deep dive into why you’re not hitting your numbers can uncover opportunities to co-create solutions. Brainstorm ways to generate more qualified leads, identify areas for improvement in the sales cycle, or even refine the partnership’s value proposition to better resonate with your target audience.

Pro Tip: Consider meeting with sales reps about lost or stuck deals. Their insights can be invaluable in pinpointing roadblocks and developing strategies to overcome them.

In summary, start with a plan and alignment on expected outcomes, supported by success benchmarks, to measure progress objectively. Turning a fluffy partner meeting into a revenue-focused conversation is all about managing that plan and having detailed discussions about what needs improvement.

Qualifying Potential Partners

Initial partner conversations are another area that tends to be fluffy and filled with idealistic scenarios. However the reality is you have to work together to drive revenue – that’s the core objective. So, these initial discussions should focus on identifying co-sell opportunities that will drive joint wins and add value.

Identify Co-Sell Scenarios

Independent Software Vendors/Tech Vendors

Consider two paths for a revenue-focused conversation when evaluating Independent Software Vendor (ISV) or tech vendor partnerships.

One avenue is to analyze customer overlap data. If they have a large customer base, see where there’s potential for mutual value exchange.

• Does the partnership create a compelling value proposition for your target customers?
• Is their customer base one you want to attract?
• What’s your confidence in getting access to those customer accounts?

Alternatively, don’t overlook a partnership just because the company lacks existing customers.

The second approach is to explore innovations that give you a competitive edge in deals. If this exists, integration may be a good option (even if they have no customers!). Get feedback from the field regarding the tech’s potential impact on your sales cycles and test it out for effectiveness.

Services Partners

When engaging with services partners, your role is to assess their commitment and the value they bring to your organization. Understand if they’re building a practice or simply acting as referral partner with access to a specific customer base.

To ensure they deliver value, ask questions about their business plans and the role you play in them. Partners not focused on the right things may distract and frustrate your sales org or customer success managers instead of adding value.

Qualify their commitment; ensure it’s not a side hustle or a superficial play like adding logos to their website. Determine if they’re adding the right resources and committing to building a practice. If you’re having fluffy partner meetings and then allowing the fox in the henhouse, you’re doing a disservice to your entire organization.