Leadership is a multifaceted concept that can take on various meanings, depending on one’s perspective. When delving into the realm of leadership within alliances and partnerships, the complexity further intensifies as it encompasses a multitude of elements. People may associate leadership with being a stellar alliance leader, or with their company’s position at the forefront of alliance leadership. Some may even blur the lines between leadership and management, perceiving the executive sponsor as the alliance leader. In reality, a thriving alliance necessitates effective management, unwavering executive sponsorship, and crucially, strong leadership.
In essence, the role of an alliance manager revolves around ensuring that the alliance remains aligned with its promised objectives. To accomplish this task, the alliance manager employs a repertoire of processes and tools, placing significant emphasis on cultivating both internal relationships within their organisation and external relationships with partners.
For an alliance to prosper, executive sponsors from both organisations occupying similar positions or roles, must cultivate a robust relationship. Their collaboration and the trust they build are pivotal. However, the responsibilities of an executive sponsor extend beyond relationship building and trust. An executive sponsor serves as the alliance’s executive champion, passionately advocating for it among other stakeholders. They provide strategic guidance and offer invaluable assistance in navigating organisational obstacles.
Interestingly, neither of these role descriptions explicitly uses the word “leadership,” yet both positions require individuals to exemplify leadership qualities and express leadership in action. In this context, the insights of Robin Sharma on leadership resonate,
“Leadership is not about position; leadership is about passion. Leadership is not about title; leadership is about the depth of your commitment. Leadership is not about your rank; leadership is about influence and impact. No matter what you do within an organisation, you can do each of those things well.”
Applying this perspective to alliances it becomes evident that personal leadership is indispensable, regardless of one’s role in the alliance. Whether you assume the responsibilities of an alliance manager, an executive sponsor, or any other role within the alliance, a common thread is the need to infuse passion and unwavering commitment into the alliance’s endeavours. Especially within alliances, influence plays a paramount role in achieving impactful results. As Sharma says, “No matter what you do in the alliance, you can excel in all of these aspects.”
When you excel in these areas, you move closer to achieving excellence in alliances. In the intricate world of alliances and partnerships, leadership, driven by passion and commitment, serves as the catalyst for transformative impact.
PS: Learn more about alliance leadership in “Creating Successful Partnerships“
[…] papers that I find describe what’s wrong with alliance governance and why it does not work. Leadership or lack thereof and changing environments whereas the alliance is no longer a single entity but […]