Having spent over 30 years in this industry, I’ve seen some bad behaviour from partners. But to a large extent it’s often a reaction to bad behaviour from vendors. So with a surname like mine, it seemed kind of obvious that I take a leaf out of the Bible and lay down my 10 commandments for better channel conduct. If your channel strategy isn’t delivering, it might not be because your partners are misbehaving… it could be because you forgot the gospel of good partner management.
1. Thou shalt have no other gods before me
(Thou shalt make partners a priority, not an afterthought)
If your corporate strategy worships only direct sales and treats the channel as a secondary option, don’t be surprised when partners mirror that lack of commitment. Too often, the channel is tacked on after the fact – underfunded, understaffed, and lacking executive support. If you truly believe in a partner-led model, it needs to be embedded in your vision, budget, KPIs and leadership mindset. Otherwise, you’re preaching one thing and practicing another.
2. Thou shalt not make unto thee any graven image
(Thou shalt not build vanity partner programs no one uses)
That glossy, multi-tiered partner program might look impressive in your corporate messaging, but if it’s cumbersome, complicated, or irrelevant to your partners, it’s just an idol. Real programs solve real problems – they help partners win business, make money, and differentiate themselves. If your program isn’t doing that, it’s not strategic enablement – it’s window dressing. Strip away the fluff and build something partners can actually believe in.
3. Thou shalt not take the name of the Lord thy God in vain
(Thou shalt not misuse the term ‘partnership’)
Too many vendors throw around terms like “strategic partner” or “ecosystem collaboration” without backing them up with meaningful action. If you’re just sending partners deal reg links, pricing sheets, and sales targets, don’t pretend it’s a relationship. True partnership requires shared goals, open dialogue, and joint success planning – not just expecting them to hit your number without support. Empty labels don’t build loyalty.
4. Remember the sabbath day, to keep it holy
(Thou shalt not flood partners with deadlines and meetings)
Not everything is urgent. If you’re hitting partners with last-minute campaigns, rushed certifications, overlapping webinars and conflicting priorities every week, you’re creating noise, not impact. Good partner engagement respects their time and focuses on what actually moves the needle. Give them space to think, plan, and execute – or risk burning them out with your internal chaos.
5. Honour thy father and thy mother
(Thou shalt respect legacy partners)
As your business evolves, it’s natural that not every partner will come on the journey. But that doesn’t mean you forget the ones who helped you get here. If you’re shifting to a new model (eg. moving from resale to subscription, or from on-prem to cloud) be upfront. Give legacy partners a clear path to adapt if they choose, and don’t ignore them because you’re distracted developing a new partner. Your legacy partners may be slow to change, but they will if they believe you’ve got a sound value prop.
6. Thou shalt not kill
(Thou shalt not destroy partner trust for short-term gain)
Trust is slow to build and quick to lose. One selfish decision – like taking a deal direct, changing margins without warning, or prioritising internal targets over partner relationships – can undo years of goodwill. Once you’ve broken that trust, no rebate program or MDF offer will bring it back. In the channel, reputation is everything – and vendors who burn bridges eventually find themselves on their own.
7. Thou shalt not commit adultery
(Thou shalt not cheat on your partners)
If you’ve committed to working with a partner on a deal, stay true to that commitment. Don’t quietly involve another partner to “check pricing” or pass intel to your direct team hoping no one notices. Partners can smell infidelity a mile away, and word spreads fast. If you’re in a committed sales motion, act like it. Loyalty isn’t just moral – it’s commercially smart.
8. Thou shalt not steal
(Thou shalt not poach your partners’ customers)
This one should be obvious, but sadly it’s not. If a partner brings you into a deal or manages an account, that customer is sacred. Don’t undercut the partner on renewal, don’t pitch adjacent products directly, and don’t “check in” with the customer only to go around them later. Stealing a partner’s customer might win you short-term revenue, but it will lose you long-term trust, advocacy and pipeline.
9. Thou shalt not bear false witness
(Thou shalt not BS your partners)
Overpromising on the profitability of your pricing structure, hiding changes to programs, or sugar-coating issues helps no one. Your partners are running businesses and making bets based on the information you give them. If your platform isn’t ready, say so. If pricing is about to change, tell them. They’d rather hear the hard truth early than suffer reputational damage with their own customers because of your spin.
10.Thou shalt not covet thy neighbour’s house
(Thou shalt not envy your partners – enable them)
When partners do well, you do well. If a partner makes good margin, wins a big deal, or earns a bigger share of wallet than your direct team, celebrate it. That’s the whole point of the channel. If your internal teams start questioning why a partner is “making so much” or treating partner profitability like a threat, it’s a sign your culture needs a reset. Don’t envy your partners – empower them.
Summary
Channel management isn’t about control – it’s about collaboration. If you want partners to sell more, market better, and stay loyal, you need to live by a set of principles that show respect, trust, and long-term thinking.
Break these commandments at your peril. Because in the gospel of channel, karma has a long memory… and a very large distribution list.
If you’ve got any thoughts or comments, I’d love to hear them. You can contact me here.
