Alliances are for Underdogs

There’s the old cliché that everyone loves an underdog story. Some love them because a giant gets toppled. Others love them because they admire the spirit of the overmatched – that gritty determination that allows the underdog to succeed in the face of overwhelming odds. I fall into the latter camp. I admire the underdog because he realizes he has to give literally everything if he hopes to win. It works the same way for alliances.

Why choose the underdog?

The underdog is the company that knows what it is. It’s not the big dog. It won’t win every fight. And yet it knows that if it works harder than the competition, it can beat anyone on any given day. More than that, the underdog company realizes it can’t do everything on its own. It knows that it doesn’t do everything perfectly. It knows that there are areas where it performs well and areas where it could do better – or more directly, get a boost by partnering with other firms with stronger abilities in the particular area of need. Underdogs appreciate that they don’t have all the answers. They understand that sometimes what a firm really needs is an expert partner, or even just a cultural injection of enthusiasm from an outside source. Underdogs know they can’t stand alone!

So first, ask yourself “In which areas are you in desperate need of a partner?” Decide what the best potential product attributes and market opportunities are, then find the partners that could help you meet those goals.

Choosing the right company is just as important as choosing the right people

See, you may think you’re partnering with a company, but what you’re really doing is partnering with one person (or a few people) from another company. The corporate culture might influence this person’s actions, but it’s never going to influence who that person is. Find people at key companies who recognize that they don’t know it all. This is important. If they spend all their time telling you how you’re wrong, they’re probably not the people you want to be working with. But if they’re willing to think big and attempt to uncover potential opportunities with you, you’ve found your ideal partner. You’ve found your underdog.

So how can you tell the difference? You can see it even in the first meeting. Big dogs want to control meetings and expect everyone to say “yes” to everything they say. Underdogs aren’t afraid to ask questions. Big dogs hide behind NDAs and other contract terms. Underdogs are open to telling you what they’re doing (even if there’s an NDA in place). Big dogs demand that you get things done for them and that you’re always transparent about your processes. Underdogs share the work, along with their thoughts and feelings. Big dogs expect you to do all the heavy lifting. Underdogs dig deeper and get things done.

Seek the underdog, be the underdog

You’re almost always better off going with the underdog. Underdogs make the best partners. It’s simple. If you don’t believe you’ve reached the top – and if you believe you must do everything in your power to wow the customer and to gain market share because you’re the little guy and nobody will take you seriously otherwise – then you tend to make for a productive partner. But if you think you’re the best in the industry; that you can do everything on your own; that you’re a Grade-A Badass; then nobody’s going to want to partner with you (at least not if they can help it).

You want to work with the second-best. You want that underdog as your partner because he’s willing to do whatever it takes to succeed. Even if it means giving up his share in the short-term, he will do it because he recognizes the potential for getting something better in the future. He believes in fostering collaborative innovation, not trying to control your agendas. He doesn’t have all the answers; he’s still looking for them – and he’s willing to accept the possibility that you can help him get there. They are your best opportunity for a productive and mutually beneficial partnership or alliance. Seek them out. Do your research.