Many assume channel partners mirror a vendor’s priorities and can act as an extension of the sales team. In reality, partners - whether solution providers, integrators, resellers, or MSPs - run their own playbooks, optimize their own margins, and sequence bets across vendors. Even “founding partners”(boutiques built around a single startup or vendor) pursue goals that aren’t identical to the vendor’s. Treating them as extensions of your sales team leads to missed expectations. Overlooking this is one of the top reasons partner programs fail. I hope these insights prove useful in your next conversation on the topic.

Partners Run Their Own Show

Partners operate as independent businesses with their own objectives and customer focus. Unlike your internal sales folks who zero in on your products, and your product alone, partners juggle a dozen or more vendors to craft solutions that best serve their clients. Their choices hinge on how well your offerings align with their business model and deliver real value, not just hitting your quotas. This independence means they won't always prioritize your goals over theirs, which can lead to frustration if expectations aren't reset.

Investors, Not Employees

Partners act more like investors in your success than hired hands. They pour their own time, money, and resources into getting certified, selling, and supporting your products, expecting a solid return on that investment rather than a paycheck for effort alone. For instance, a recent CSO Insights study highlighted channel partners’ role as strategic investors who demand clarity on your vision and strategy to align their bets. Treating them as mere sales extensions ignores this dynamic and can erode trust.

Built for the Long Haul

The relationships in partnerships are built for long-term mutual growth, not quick transactional wins. Partnership teams nurture ongoing connections with regular check-ins, joint planning, and multi-year strategies reviewed quarterly, focusing on referrals and co-marketing to build credibility together. In contrast, sales interactions often wrap up once the deal closes, with follow-ups limited to upsells. This difference underscores why partners need collaborative enablement, like access to systems for independent quoting, rather than top-down directives.

Different Goals, Different Game

Key performance indicators and end goals diverge sharply between partnerships and sales. Partnerships aim to expand programs, boost awareness through joint efforts, and drive influenced revenue, measured by metrics like partner count and co-marketing events. Sales, however, zeros in on closing deals with targets around revenue quotas and cycle times. Blurring these lines can create misalignment, such as unresolved channel conflicts where partners feel deals are poached, ultimately harming the ecosystem.

Bottom line, recognizing partners as autonomous allies with shared but not identical interests fosters stronger, more productive relationships. If you're in partner programs, GTM, or strategy roles in SaaS, AI, or cloud spaces, shifting this mindset can unlock real value for everyone involved. What are your thoughts on this, have you seen this play out in your world? Just hit reply to share with me.