Effective communication is vital for the success of any partnership, and one critical aspect is the cadence call, a regular meeting between partner managers to discuss progress, address concerns, and set expectations. In this article, the best practices for partner managers to follow when conducting cadence calls are discussed, including setting clear objectives and an agenda in advance, inviting the right participants, being prepared with data and updates, fostering open communication, agreeing on next steps and assigning responsibilities, documenting the call and following up, and regularly evaluating and adjusting the cadence. The article provides real-world examples and emphasizes that mastering cadence calls is essential for any partner manager looking to build and maintain successful partnerships.

1. Elevating Your Partner
Management:
Best Practices for Impactful
Cadence Calls
Richard Lawson

2. ElevatingYourPartnerManagement:BestPracticesforImpactfulCadenceCalls
In the fast-paced business world, e ective communication is critical to the success of any
partnership. One essential aspect of partner communication is the cadence call, a regular
meeting between partner managers to discuss progress, address concerns, and set expectations
for the coming weeks. A well-executed cadence call can mean the di erence between a thriving
partnership and a faltering one.
In this article, we'll discuss the best practices for partner managers to follow when conducting
cadence calls. We'll explore these principles through the story of Steve, a partner manager at
DataMarvel. We'll also provide examples of what to bring to the call, who should be on the call, the
agenda, and the follow-up tasks afterward.

3. ElevatingYourPartnerManagement:BestPracticesforImpactfulCadenceCalls
A successful cadence call requires input from all relevant stakeholders. By involving the right
people, you can ensure that all perspectives are heard and considered, leading to more informed
decisions and stronger partnerships. It's also important to consider the hierarchy within the
partner organization and include decision-makers who can help drive action.
: Steve maps out the partner organization's structure and identi es key stakeholders from
sales, marketing, and technical teams to invite to the cadence call, ensuring a well-rounded
discussion. He also includes executives or higher-ups from both organizations, so they can
provide guidance and make informed decisions when needed.
Example
Invite the right participants
: Steve sends an email to the partner team a week before the call, outlining the objectives
and agenda for the meeting. This way, everyone knows what to expect and can prepare
accordingly. He also shares a calendar invitation with the plan in the description, ensuring that all
participants have easy access to the information.
Example
Having a clear agenda and objectives in advance is essential to make the most of your cadence
calls. This lets all participants come prepared and focused, ensuring the call is productive and
e cient. Additionally, a well-de ned agenda helps to prioritize topics, minimize distractions, and
keep the call on schedule.
Set clear objectives and an agenda in advance

4. ElevatingYourPartnerManagement:BestPracticesforImpactfulCadenceCalls
Before the call, gather all relevant data and updates to share with your partners. You'll facilitate
informed discussions and enable collaborative decision-making by providing accurate and up-
to-date information. In addition, organizing the data into visual aids, such as charts or slides, can
help convey complex information more e ectively.
: Steve creates a presentation that compiles a report on the latest sales gures, product
updates, and marketing campaigns. He uses visuals like graphs and charts to help the partner
team easily understand the data. During the call, he shares this information with the partner team,
fostering a data-driven discussion and allowing for more e ective collaboration.
Example
Foster open communication and address concerns
Creating an open and supportive environment during the call is essential for participants to feel
comfortable sharing their thoughts and concerns. Addressing any issues head-on can help
maintain strong relationships and resolve problems swiftly. Encourage active listening and
empathy among participants to foster a healthy and productive discussion.
: Steve starts the call by setting rules for open communication and encouraging everyone
to voice their concerns and opinions. When a partner raises an issue, he listens carefully,
acknowledges their problems, and engages the entire team in nding a solution. This approach
helps build trust and fosters a collaborative atmosphere.
Example
Be prepared with data and updates

5. ElevatingYourPartnerManagement:BestPracticesforImpactfulCadenceCalls
At the end of the call, ensure everyone is aligned on the next steps and responsibilities. Clear
action items and deadlines help keep the partnership on track and ensure that progress is made
between calls. Use a shared document or project management tool to track assignments and
deadlines, providing transparency and accountability.
: Steve uses a shared project management tool to summarize the key takeaways and
assign speci c tasks to each team. He sets deadlines for completion, ensuring everyone is held
accountable. The tool allows all participants to view the progress and collaborate on tasks
e ciently.
Example
Document the call and follow up
After the call, it's essential to document the meeting's content, including decisions made, action
items assigned, and deadlines set. This documentation is a reference for all participants and
ensures everyone remains aligned. In addition, sharing the information in a centralized location,
such as a shared drive or collaboration platform, can help keep everyone on the same page.
: Steve drafts a detailed summary of the call, highlighting the key points and action items
discussed. He uploads the summary and supporting documents to a shared folder, making it
accessible to all participants. He also schedules a follow-up meeting to check progress, address
roadblocks, and maintain momentum.
Example
Agree on next steps and assign responsibilities

6. ElevatingYourPartnerManagement:BestPracticesforImpactfulCadenceCalls
Finally, it's crucial to regularly evaluate the e ectiveness of your cadence calls and make
adjustments as needed. This may include changing the frequency, duration, or format of the calls
to better meet the needs of the partnership. Solicit participant feedback to identify improvement
areas and implement changes to optimize the process.
: Steve sends a survey after each quarterly cadence call review, gathering participant
feedback and analyzing their e ectiveness. Based on this feedback, he identi es areas for
improvement, such as the need for more frequent touchpoints on speci c topics. He adjusts the
call frequency from monthly to biweekly and introduces breakout sessions for focused discussions,
ensuring the partnership remains on track and responsive to changing needs.
Example
Regularly evaluate and adjust the cadence

7. Final
Thoughts
Mastering cadence calls is essential for any partner manager looking
to build and maintain successful partnerships. By following best
practices like setting clear objectives, inviting the right participants,
being prepared with data, fostering open communication, agreeing on
next steps, documenting the call, and regularly evaluating the cadence,
partner managers like Steve can ensure that their cadence calls are
e ective, e cient, and lead to stronger, more productive partnerships.
Through the story of Steve, the partner manager at DataMarvel, we've
demonstrated the importance of each best practice and provided
examples of how to execute them. Applying these principles to your
cadence calls can enhance communication, improve collaboration, and
ultimately drive tremendous success for your partnerships.