A prior, casual social relationship with Avation's chairman meant the activist's arrival wasn't a 'cold call.' This established rapport allowed for immediate, constructive dialogue, bypassing the initial hostility common in activist situations and accelerating strategic alignment from the outset.
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A16z's content strategy allowed entrepreneurs to feel like they "knew" the partners before ever meeting them. This pre-established rapport is a powerful competitive advantage, creating a baseline of trust and alignment that competitors without a public voice lack. It transforms a cold pitch into a warm conversation.
For large, potentially controversial projects, dedicate significant time upfront to meet every stakeholder group—from supporters to critics. By socializing the idea and framing its benefits for each party, you can build widespread support that preempts future opposition.
Activists can be effective even in companies with dual-class shares or founder control. The mechanism for influence is not the threat of a proxy fight but the power of good ideas and relationships to achieve strategic alignment with the controlling party.
Trust isn't just an emotion; it can be built methodically. First, use repeated exposure to move from being a stranger to a known entity. Second, before making a key point, establish a baseline of shared values to create an environment of agreement.
Unbound Merino's founders reject the common wisdom that business and friendship don't mix. They argue it's an advantage because you start with baked-in trust and value alignment, making it easier and more enjoyable to navigate the inevitable challenges of building a company.
To build alliances with C-suite peers like the CFO, a new executive should act as a 'servant leader.' Instead of asserting authority, frame your function's role as being in service of their agenda. Asking "how can we make your life easier?" builds trust and collaboration from day one.
When meeting with senior leaders, shift the focus from your status updates to their priorities. Ask what's top of mind for them, what challenges they face, and how you can help. This reframes you from a direct report into a strategic ally, building trust and social capital.
Building influence requires a strategic approach. Actively survey your professional relationships, identify where you lack connections with stakeholders, and methodically invest time in building alliances with leaders who can advocate for your ideas when you're not in the room.
To drive rapid change within the Department of Energy, Carl Coe prioritized building alliances with existing employees. Instead of forcing his way in, he spent significant time getting to know people and respecting the organization. This opened doors and fostered cooperation, which was critical for long-term success.
When meeting an influential person with opposing views, effectiveness trumps the need to be 'right.' The best strategy is to suppress personal indignation and identify a shared interest. Propose a policy or idea within that common ground that they might be receptive to and champion as their own.
