How founders can create alliances and belong to communities - Sponsored BJ Mannyst

ALL RIGHTS RESERVED. EMMANUEL “MANNY” OMIKUNLE SPONSOR: BJ MANNYST (BJMANNYST.COM)
HOW FOUNDERS CAN CREATE ALLIANCES & BELONG TO COMMUNITIES
blog: mblog.bjmannyst.com
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HOW FOUNDERS CAN
CREATE ALLIANCES &
BELONG TO
COMMUNITIES
POWERED BY : MANNY
TWITTER: @THEBESTMANNYO
WEB: HTTP://MBLOG.BJMANNYST.COM
SPONSORED BY: BJ MANNYST TEAM + FOUNDERS UNDER 40™ GROUP

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Amazon, Berkshire Hathaway, and JPMorgan Chase announced a new
alliance in early 2018. In the last two years the formation of alliances has
grown. The need and demand for forming alliances and being a part of
a business / founders community is becoming a norm. Everywhere you
go you will notice how technology, politics, money, environmental,
culture, communities,values, gender, ideology are just disrupting
everything at a much rapid pace. And the reality for many founders and
business managers is that it gets tougher to hold your ground, maintain
relationships, find better contacts, etc while continuing to build healthy
traction for yourself, your family, your team, and your business.
The solution, I have come to realize, is the strong need to form good
alliances and be in the right communities.
I, BJ Mannyst (marketing services) team + Founders Under 40™ Group
(unconventional founders community) have put this invaluable resource
together to quickly help start-ups, founders, freelancers, professional
service providers, small medium businesses, etc quickly identify,
associate, belong, and form lasting healthy alliances.
It’s a simple resource for
making alliances & communities
work for you & your business.
As always if you need further help with marketing your service business
or your founder journey, contact us.

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V
VISIBILITY
THANK YOU TO CONTENT SPONSOR: BJ Mannyst (Unconventional Marketing
& Business Services) + Founders Under 40™ Group (Unconventional
Founders Community) currently serves founders and service b2b around
the world with creating / improving their service marketing and helping
them connect with other founders.

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S
SOFT-SKILL
VESTA4WM
E
EXPECT
KEY TAKE AWAY
& GREAT
WORKSHEETS

5

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PRE-ALLIANCES
Take the time to establish and clarify what is expected from each other.
How you'll make decisions, allocate resources, and share information.
This is like visiting a bar, talking and goog-ling a bunch of people before
you take them home to do the touch down dance. In others
words. . .sleep together.
NOTE: In addition, alliances and joint ventures can often be executed
more quickly than M&A (Mergers & Acquisition).
Additionally, keep in mind the following:
QUICK BASICS OF ALLIANCE
DEVELOPMENT
 Why do you need an alliance?
 Do you know how visible and desirable you are?
 Do you know when this alliance would be useful?
 Who will be in leadership or be in charge?
 Do you have clear understanding of what you are getting into?
 Do you have soft skills to be in-tuned and tolerant of different
cultures/practices?
 Do you have a clear quality and inspiring purpose?
 Are your people committed to the alliance without jeopardizing the
core?
 Do you trust each other?
 Do you have clear ways of working together?
 Do you have ways for evaluating how the alliance is going?
 Do you have in place some good practice from project management
or partnership management?.

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(NOT IN ANY PARTICULAR ORDER)
WORST CASE.
You need to understand that
alliances will sometimes end badly
for your business or for yourself
however that’s no reason to not
try it.
KNOW YOUR
DIFFERENCE.
People may have different
operating styles, cultures, more
hand-holding or less maintenance,
values, business years, priorities,
etc
WHY DO YOU NEED
AN ALLIANCE?
Be sure why you want to form an
alliance.
ROI IS LATER.
Your alliances or community
involvement will not return
anything tangible or intangible
immediately. Basically, payoffs
takes time.
KNOW HOW YOU
WILL
COLLABORATE.
Nothing sucks more than being in
a relationships and both of you
don't know how to work together.
KNOW WHO ARE
THE
STAKEHOLDERS.
Someone is going to be doing the
work to make this alliance work.
Ensure that all internal players
involved in supporting the effort
are committed to the success.

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WHAT IF MY ALLY
IS A COMPETITOR /
COULD BE?
This is something to weigh
seriously however it’s simply
weighing the risks to the benefits.
DON'T FORM
ALLIANCES WITH
HIDDEN AGENDER.
You both need to understand
what mutual trust, respect,
tolerance, compromise etc looks
like before connecting. Unspoken
assumptions of things could be
the end of the alliance. So go
through many scenarios with your
ally. Like ‘who gets the I.P if one of
you no longer are able to support
the initiative?’
GET THE SHIT OUT.
Resolve any disagreements,
awkwardness, maybe hatred,
issues, etc. before committing to
anything. Find out the possible
challenges of working together.
Do your due diligence.
Continue. . .

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KNOWN TYPES OF ALLIANCES.
The following are the common ones however it varies by time,
relationship, project, etc.
 Service Providers Ally are more within the transaction relationships
and in most cases may not end up using your services. Plumbing,
HVAC specialist for your building is an example.
 Business Partner Ally are more involved in the operation or silent
partner of the business usually a mid to long term connection.
Someone like an Angel comes to mind.
 Trusted Ally is more a intimate relationship, influencer, IP developer,
makes introductions, supporter, fan, venture capitalist, parents,
teachers, country, early customers, etc.
 Sponsorship Ally is basically someone who is paying to be associated
with a thing, cause or organization for specific reason or general
reasons. It can be short to long term.
 Re-seller Ally is basically someone or organization who sells your
product or service for a mutual benefit. A supplier or vendor comes
to mind.
 Outsider Ally usually perform a one time duty maybe and are not
bound by an obligation / rules to your organization, the outsider is
free go and come as they wish. An incubator in-house lawyer is likely
serving many startups but has little to no interest / responsibility in
the outcome of their advice. And in some cases are free to serve
anyone in the incubator.

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THE FUTURE OF
ALLIANCES.
Is alliances versus alliances.
Microsoft and Intel and Dell are
one alliance but guess who they
are going up against? So it's
likely going to be intense. So it’s
get bigger by buying, partnering
or get out.
CREAT AN
ALLIANCES
FEEDBACK LOOP.
Every business, startup, founder
better have a way to learn from
their fuck-ups. You need to be
able to dissect why it worked and
why it didn't work.
BUILD YOUR
CREDIBILITY.
Repeatedly completing the basic
tasks, projects, or demonstrating
your ability to add value
consistently builds your credibility.
You will eventually get the more
lucrative opportunities.
REACH RESPECT &
CONFIDENCE.
For an example, people will not
trust you alone with their car if
they haven’t observe how you
treat your own properties, and it
takes time to earn
respect/confidence from
others.
REACH REFERRAL
STATUS.
The referral status is only
achieved by a few individuals and
organizations so when you get
there embrace it. Having people
refer your business automatically
to their friends,co-workers,boss,
etc means you know what you are
doing and can deliver.

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A
ATTRACT
T
TRUST
["Alliance success lies not only on the
relationship between partners,
but equally on firms’ capabilities to
manage strategic alliances"]

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COMMON REASONS
FOR ALLIANCES.
There are only a few key reason people or organization seek to form
alliances:
 The need to scale, increase productivity, more capacity, help, etc
 The need to be a united force with great influence in the market
place.
 Sometimes going at it individually is harder and challenging. Just like
a lone wolf hunting a moose is suicide and a pack of wolves is
efficient hunting.
 Outsiders like government may support only if you work together.
 Strategic gain from the relationship.Joint ownership with shared risk
and benefit, knowledge, development, etc.

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WHAT MIGHT STOP
YOU FORMING OR
MAINTAINING THE
ALLIANCE?

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 No valid and clear vision or source of inspiration for taking this path.
 One or more person / ally tries to dominate in every way. Or simply
manipulates and a toxic to the relationship. One overexerts their
power and influence to get their way like in some marriages.
 No clear roles and responsibilities.
 No support. Without the right support from different stakeholders
this alliance is not going to work.
 Every business is different on the outside and likely will be on the
inside. Not doing your homework before starting a short term or
long term relationship.
 No commitment and no involvement means no alliance.
 Key people not involve or not around in critical moments.
 There’s nothing as damaging to an alliance relationship than going in
with a hidden agenda. Because having one is just going to make it
even more difficult to get the right outcome.
 If you both or all can’t talk and listen to each other successfully then
avoid even staying in for the long run.
 Any person or organization that doesn’t measure or monitors what it
does or why it does what it does is a major red flag.
 Not adapting, unlearning, learning (pre, during, and post alliance) is
only asking for more trouble.
 If the cost and time out weighs the benefit, it might be a big no go.

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[ALLIANCE]
[“Our research found that the use of
JVs [Joint Ventures] and alliances
varies by industry. Since 1990,
asset-heavy industries have generally
favored JVs over alliances, because
creating separate structures allows
the partners to best govern their
investments in real assets. These
sectors include industrial, consumer
and retail, automotive, and energy and
mining companies. Alliances,
however, have tended to be
preferred by information-heavy
industries, such as IT;
pharmaceuticals; and
entertainment, media, and
communications businesses. In
these sectors, the best way to
govern the flow of information
has been through contractual
structures that don’t require
joint ownership of physical
assets. IT has seen the most
alliances over the past
quarter-century, and the
pharmaceuticals industry is
second.”]

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CHECKLIST FOR EVALUATING
POTENTIAL ALLIANCE
QIs there a need for an alliance?
What are the reasons for the alliance being set up? Is there a
individual or individuals with the strong desire and drive who feel
that developing an alliance is the only way to achieving a goal? Are
potential allies willing to commit to this?
QWhat tangible and intangible benefits will be gained from
setting up this alliance arrangement?
What exactly is the alliance trying to accomplish short term and
long term? How will involving others help?
QIn the market currently are there others doing something
similar and why are we not joining them?
Do other competitors have similar desires and aspirations? Have
you weighed whether to partner with them as well? Are there
ways they intend to share their findings with the public or within
an association? Should we duplicate or modify?
QIs there any strong response for forming an alliance?
Have you engaged others via email, phone, face-to-face, to be
allies?
QWhat strategies/local priorities will this alliance support?
Have we outline the draft for the alliance journey to obtain the
desired objectives?

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QHave you identified potential members?
Who should be involved?What is the appropriate level of
involvement for members? Have we done a “stakeholder
analysis.”?
QWhat skills and competencies do we need?
Has a full assessment been made of the skills and competencies
required to support/manage the alliance?
Are there any training resources available?
QIs there an accepted performance management
framework?
Are processes in place to monitor performance and act on results?
Do defined criteria exist against which to benchmark
achievements?
QHave we documented the accepted commitment to this
joint investment/ resources/ alliance?
Do you have any written agreements or drafts or final legal
documents?
Have you documented the pressures and likely issues?
Do you know each others agendas, vision and priorities?
Do you know the preferred document formats or standards?
Are there review process, termination process, in case of…
processes?

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YOU CAN ESTABLISH
ALLIANCE NORMS
WORKSHEET
WHAT ARE
YOUR SHARED
VALUES &
WHAT ARE
NORMAL BEST
PRACTICES?
COMMUNICATION
 What do you value when you are
talking to others?
 How do you communicate concerns,
disagreement, approval?
 What methods of communication work
best for you? (text message, social
media, email, phone, in person, etc.)
 What are communication protocols?
RESOURCE MANAGEMENT
 What problems have you experienced
in sharing your resources with others in
collaborative alliance situation?
 Do you have any suggestions for
effectively sharing our resources,
talents, time, etc?
DECISION-MAKING
 When it comes to collaborative /
alliance decision making, what has
worked and what hasn’t for you?
 When there’s emergencies, or issues
how do you like to handle it?
 When and how do you like to make
final decisions?

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CONFLICT RESOLUTION
 How you want to resolve alliance issues
or disagreements and are there any
mediation options available?

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THE BENEFITS OF
GETTING INVOLVE
WITH
COMMUNITIES -
PART 2

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THE BENEFITS OF
BUSINESS
COMMUNITIES
If you are part of a healthy community that is not supporting your
growth and well being then you might want to keep your eyes for one
that will. In the beginning of this ebook (Part 1) we focused on forming
alliances, however due to the rapid changes in our social and economic
fundamentals, everyone craves a group they can call home also known
as “tribes”.
So at Founders Under 40™ Group (unconventional founders
community), we say embrace your tribes however never forget to serve
the life tribe. Which means that you do onto others as you would want
done to you. + We don’t give a f#$%*# about your ethnicity, age, sexual
orientation, religion or whatever as long as you abide by universal
values.
BEST WISHES FOUNDERS
EMMANUEL “MANNY” OMIKUNLE, of
FOUNDERS UNDER 40™ GROUP

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BENEFITS
 They can offer legitimacy for your start-up and the credit-ability of
the community can be immensely helpful.
 Everyone wants to belong. . . a sense of belonging, and communities
can give comfort when entrepreneurs / founders realize that others
face almost similar challenges in life and business.
 The possibility of pooling resources from many instead of a few.
 The opportunity to create a shared identity. A common purpose. A
strong commitment.
 Founders, entrepreneurs & freelancers can minimize feelings of
isolation.
 The means to form unlimited alliances.
 Startups within the communities can turn to enterprise businesses
for partnership or become a significant influence to big business.
 Be around others that can make you and your business better.
 Can help you recognize and embrace diverse talents.
 As along as the community has the right values it can help bridge the
gaps outside it’s own community. Which makes for a healthy and
prosperous society and country.
 People have the ability to put their egos, selfishness aside to serve
others.
 And usually any one who tries to destroy a constructive society will
quickly find out that there’s a bigger force willing to stand up.
 Being a part of community means giving and taking. Serving and
receiving.

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THE IMPORTANCE OF INCLUSIVE,
CONNECTED COMMUNITIES
Unfortunately I have heard many who talk about building a company
that is tolerant, diverse, purpose-driven, etc only to find out that in the
pursuit of money and scaling the social fundamentals have eroded at a
stage and it becomes too late to reverse.
[“it is going to be the connections, networks and
relationships that will pull support organizations, new
entrepreneurs and experienced entrepreneurs
together in a way that helps diverse founders around
the world get the mentoring and information that
helps them get to the next stage.”]
 Every founder, I think, should be connecting with different founders
and entrepreneurs.
 Introducing people to support entities, educational resources, etc
 Should be creating events where they invite someone not in their
close social circle to hangout for drinks. Hangout with all accelerator
cohort pals is nice but why not bring someone who has never even
considered starting a business in?
 Make a conscious choice that if you hired one person from this
cultural background that you’ll try to hire the next person from a
different cultural background. I personally think it’s unhealthy to be
around people who have complete similar upbringing, similar
education institution, etc. All the time.
 Maybe try hosting events in other neighborhoods, preferably safe or
give good ambitious young adults from unhealthy environments free
tickets to your event.

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 At your events offer relation services like a massage, healthy food,
entertainment, sports games, camping, volunteer activities, anything
to help entrepreneurs cope with the ups and down.
 If you are a founder and are a member of Founders Under 40™
Group, you are welcome to email me a message.
[manny_linkedin[at]foundersunder40[dot]com]
 If you don’t have any form of financial and social support, it’s
important to address that immediately.
 Learn how winners like LeBron James, Drake, Tom Brady, Tom Cruise,
Lady Gaga, Oprah, Priyanka Chopra, Melissa McCarthy, etc live their
lives and learn to reinvent yourself for success. People are not
chosen by birth to be great…they drove themselves to greatness.
 Having people in your life that keep you accountable is a good thing
to have.
 There are many communities online and offline to join. Each one is
different in some ways from the other. I could recommend some but
instead I would recommend using Google, LinkedIn, Eventbrite,
MeetUp to find them.
 You are never going to get immediate return from participating in
communities. You are going to have to invest time, some money,
to get a good return. Test many and invite your connections.
 Help the community managers by making it better or adding value.
or simply volunteer or sponsor or entertain.
 You are likely going to change personally as you grow, and your
business needs may change so don’t be afraid to evolve your
community choices.

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4W
WWWW
F
FU40
M
MEASURE
Oh one final note, follow quality news and
information resources so you can stay up
to date on alliances and communities.
ALL THE BEST, FOUNDERS!

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[It might be a cultural thing or an
environment thing. The next generation
are eagerly trying to participate in a more
cohesive, supportive, fair, social
responsible, collaborative, less
consumerism world rather than a
competitive one.]
ALSO, CHECK OUT
THE RELATIONSHIP
FRAMEWORK TOOL
page 29

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VESTA4WM
V VISIBILITY
E EXPECT
S SOFT-SKILLS
T TRUST
A ATTRACT
4W WHO/WHAT/WHEN/WHY
M MEASURE
For more help forming alliances or any quick marketing help
(https://home.bjmannyst.com/p/contact-us.html),
contact Manny or Eve for quick marketing assessment.
BEST.

28
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 Design
SPONSOR
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everyone is fighting for
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Everyone wants to matter. So
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make you invisible.
SPONSOR: FOUNDERS UNDER 40™ GROUP + BJ MANNYST
DIFFERENTIATION
IS THE KEY IN AN
OVERWELMING
WORLD

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THE RELATIONSHIP
DEVELOPMENT FRAMEWORK
The following are a list of what are essential to develop and maintain any
relationship. It works for business or personal commitment. Practicing these
standards will make you more admire, respected and desirable by customers,
allies, your children and potential partners.
Simply check off the ones you and others believe you represent. Work on
the other.
Be dependable
Are you someone others can trust?
Listen well
Are you able to concentrate quality appropriate attention
on others and clearly understand what they are really
saying or not saying?
You believe in them
Everyone wants to have others make them feel valuable.
Are you showing you value them?
Cold, Hot, Warm
Are you absolutely emotionless or do you show people
you care?

30
Encourage well
Do you praise others for their efforts and achievements?
Give your best
Are you simply just giving 50% when you can give 110%? .
Pushing yourself
Are you grateful for what you already have however
know you have more room for improvement?
Can be held accountable
Can you be okay with being accountable for
responsibility, judgement, decisions, mistakes, and other
actions?
Reflect on your failures
Can you be comfortable reflecting on past mistakes and
also helping others reflect?
Build or find a path
Are you able to guide, advice or work with others to find
a way?

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Empower others
In any relationship can you build other people’s
confidence to take charge and be independent? ..
Stand up
Could you advocate for someone no matter the
situation? Stand up when others need your support?
Set guidelines, rules or
boundaries
Do you have the discipline to mange your behavior,
actions, emotions in different environment and context?
Respect yourself
Do you know what it takes to earn respect and overcome
disrespect from haters?
Can be inclusive
Having a good idea when to bring many to the table and
when not too is a good skill?
Collaborate well
When you work with others do you bring out the worst or
the best?.

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Letting others lead
Are you afraid to create situations where others can lead
and you follow?
Inspire
Do you inspire others to see possibilities for their future?
Broaden your horizons
Do you expose yourself and others to new ideas,
experiences, places, and people?
Make introductions
Do you go out of your way to make good introductions to
people who you know would love working together and
help each other grow?

33
VESTA4WM
FINAL THOUGHT: All alliances success usually depends on trust and good
management. If you truly want your relationships to work then build
trust early and continuously. When things are well coordinated the
alliance will gracefully transition to a well maintained-open
dialogue-effective-invaluable alliance.
HAPPY ALLIANCING. A

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SPONSOR: FOUNDERS UNDER 40™ GROUP + BJ MANNYST
SPONSOR

35
***Founders Under 40™ Group (Unconventional Founders Community)
currently serves 1000+ diverse founders around the world. We welcome #founders #womenfounders
#founderscommunity #lgbtafounders #minorityfounders #whitefounders #hulkfounders.
We're always looking for more great #founders @fu40group to join our private community.***
**We have a Free Basic Trial for selected founders today.**
FOR MORE DETAIL ABOUT MEMBERSHIP,
VISIT: HTTPS://WWW.FOUNDERSUNDER40.COM EMAIL: INFO[AT]FOUNDERSUNDER40[DOT]COM
BE AROUND THE
BEST DIVERSE
GLOBAL FOUNDERS
THAT WILL HELP
YOU & YOUR
BUSINESS GROW...
ADVERTISEMENT
& ACHIEVE.

36
***This material has been prepared for
general informational only and is not
intended to be relied upon as specific
professional advice. Please refer to
your advisers.The views of third parties
set out in this publication are not
necessarily the views of BJ Mannyst
Copyright © 2019 Emmanuel “Manny”
Omikunle & BJ Mannyst
All rights reserved.
BJ Mannyst™, its logo, and
“Serve, Engage, Undo-Ordinary™” &
Founders Under 40™ Group
are trademarks of BJ Mannyst.

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