While traditional managers combine assigned tasks with appropriate resource allocation, leaders operating in the margins of corporate activity function in a resource scarce environment. Margin leaders rarely have the authority to directly appropriate the resources they need, yet initiatives still require assets (human, capital, knowledge, equipment, etc.).
Managing in the margin requires leaders to form alliances with asset holders in other divisions or even external to the company to source projects. How? By identifying what value they can derive from the investment and building rapport and trust.
First, partners need to know they will receive something back that is greater than what they are being asked to give as few people will part with anything of value for sake of corporate advantage or the "greater good". This could be direct ROI in the form of revenue, but just as effective are indirect benefits such as corporate recognition or new skill development that can lead to heightened prestige within the company or a raise.
Second, managers in the margin must develop rapport and trust to create and sustain partnerships. Proven success, likability, and position can all come into play in maturing the bonds that will keep people in the game when things get rough.
By combining benefits, trust, and rapport, margin managers can bring together alliance networks that have the resources to implement new programs.
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