Partnerships And Experience And How To Make Them Work-Luciano Santini SSDE

Good morning to all who follow my postings. It is always a real and true pleasure to write for you and so thank you so very much for your continued support.I have to warn you that before you read this we have to understand that when we go into partnerships there has to be clarity and communication mirrored like a marriage.

OK today I would like to talk about what it is to be in partnerships in real life or in business. Both can be draining and difficult if specifics and clarity is not properly placed from the beginning. When clarity and specifics are not in place from the get go you will always have difficulty trying to manage money for example or manage knowledge from staff. This will become a difficult and draining task simply due because you have no idea what to manage and thus complaints and rumors and gossip will always be a fire that needs constant water.

The one thing I know from experience is that most managers or CEOS who have no idea on managing knowledge will continue to manage people and at one time that was  the way to do it but today that is gone.

Cookie cutter plans  with no specificity and clarity are for wannabe managers and they will never work.

Unfair or Unbalanced Roles

by Robert Moskowitz

 

Like a good marriage, a good business partnership brings together two people whose personalities, skill sets, intelligence, know-how, and other attributes complement each other. When there is proper balance, the partnership produces a union that’s more powerful than either person acting alone.

But a successful partnership can’t happen or endure when there’s a fundamental imbalance. Trouble generally arises when one partner feels he or she has too much or too little:

• authority,
• responsibility,
• time commitments, or
• investment in a desired outcome.

The ideal situation is one in which each partner feels good about his or her contributions and the other partner’s efforts. Of course, the requirements of a business are constantly shifting. So, a successful partnership needs not only an initial balance, but also a mechanism for re-balancing the partners’ individual workloads as often as necessary.

I also believe that psychology and understanding people differences play a big part of managing partnerships appropriately. Psychologically, the inability to resolve conflicts often signals basic incompatibilities in a partnership, personal dislike, or divergent worldviews and values. But even if all that stays in the subconscious background, difficulty resolving disagreements generally reflects important differences in communication styles, priorities, and personal flexibility, any of which can put extra pressure on a relationship.

Another big reason partnerships do not work is because one or the other is afraid of confrontation and when this happening well guess what? When there are issues nothing will be said or stated and thus the world begins to fail to the point where frustration will set is and hatred towards each other and staff members will come to a boil.

People are afraid to confront one and another. If you are partners you should not be afraid to talk to each other about concerns or major issues that come up and resolve them together. This is a major reason some partnerships have so many issues they are afraid on a little confrontation and or hurt each others feelings.

Feeling must be put aside and focus on the business and staff. If one or the other is messing up somebody needs to voice it and be able to agree to sit down and work out the issues.  partners should be able to say what is on their minds and be able to listen to staff to listen what is on their minds as well.

If partners are afraid to listen to each other or face a little bit of confrontation when it happens then there will eventually be no partnership. 

ROLES that people will play:

Make sure you clearly define who is going to work on what so you aren’t stepping on each ideas.