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The Essentials Of Partnering For Success: In 1996, Neal Rackham et al., wrote about strategic partnerships between corporations. They were looking at changing supplier-purchaser-customer relationships and they sought to identify the elements of a successful partnership. They identified three ingredients that apply with equal validity to our discussion of partnerships. They are:
Impact – adding real productivity and value.
Intimacy – closeness, sharing and mutual trust.
Partners come together within a shared vision. They understand their need to cooperate arises from a shared compelling purpose. The partnership blossoms because the participants see an opportunity in collaborating that they cannot realize while working independently. This "seeing" happens informally, usually in the context of a conversation among people about what occurs at work. More typically, a leader motivates people to look for ways to work together to fulfill a vision. There is a distinction between telling people that they have a common purpose and creating a shared vision. A “shared vision” means that the people involved have a sense of ownership for that vision. Their commitment means that the vision is incorporated into their personal agendas as a worthy pursuit. They can see themselves playing a role in bringing the vision to fruition. They feel discomfort when recognizing a gap between current reality and the desired end state. The strength of the partnership is directly proportional to the genuine (not mandated) commitment to the vision. The enthusiasm that accompanies a genuine commitment sustains the effort, even in times of frustration. Therefore, the commitment must be nurtured. Impact is the second ingredient that is necessary for a successful partnership. The phrase, “nobody is as good as everybody,” suggests that by collaborating, we seek a desired outcome that is better than what we could achieve by working independently. Without such an impact (desired by the partners), there is no enduring reason to cooperate. People might cooperate out of kindness, or neighborliness, but such motives prove fragile within the bustle of day-to-day business. It is important to note that appropriate leadership is required to nurture the relationships that create the impact sought for the good of the enterprise. Why is it so important to nurture these partnerships and associated commitments? Because, there are times when what is asked of people is counterintuitive. There are unavoidable moments when some partners are not going to see the big picture. ,p> This may mean that collaborating for a communal or enterprise goal may actually mean more work for some workers, at their individual stations, than might otherwise seem necessary. It is also true that people in some organizations are given mixed messages about the impact of their contribution in the workplace. These organizations tell people that their prescribed actions are important, only to act in ways which contradict those public words. We hear that this is important work but, no one monitors the work, people don’t talk about the work and when there is a fiscal “hiccup,” the game plan quickly changes. There are times when the particular process is highly valued and critical to success. However, the front-line people working the process may be too far removed from the impact to appreciate it, or to experience the personal satisfaction that comes from contributing to the valued outcomes. Organizations are best served when workers have a way(s) to experience the impact created through their shared efforts. Most people come to work each day wanting to make an impact. They want to be important and to make a contribution. Without a clear sense of partnership with managers or supervisors, it is difficult for people to know how to give their best, and then know their efforts are noticed and appreciated. When workers can believe that collaboration and personal leadership are vital, they are simply more willing to do it successfully while not knowing the impact. When supervisors and managers can be trusted to “connect the dots” and after-the-fact, explain how the partners contributed to the results, it nurtures the partnerships and builds trust for the benefit of the next initiative. Intimacy is the third ingredient identified by Rackham et al., as being critical to the success of partnerships. When we are talking about intimacy at work, we are really talking about an unselfconscious, cogent exchange of information. In the workplace, intimacy means that, “I know what you need, I know when you need it, I know your circumstances,” and, “I know that you know mine.” Communication is authentic and timely. There is a mutual trust and commitment to our joint success. When these elements are in place, appropriate collaborative action occurs within the strategic intent. Without this ingredient, without intimacy, there is insufficient information necessary to anticipate needs and trigger flexible responses between the partners. In he first third of the twentieth century, Kurt Levine (1969) articulated his “Field Theory” of behavior and wrote this equation to explain our behavior:
Translated into common language, the equation states that behavior is a function of the person in interaction with their environment. The press and demand of the environment, combined with the perceived possibilities available, are important contributors to how people behave. If we are to truly partner with others, we must have the intimacy sufficient to appreciate their circumstances in relation to our purpose. Intimacy also creates a context for learning. When we have the relevant information, we are in a position to validate our assumptions, notice discrepancies and see possibilities for enhancements or innovations. In today’s business environment, change is a constant and adaptation to change is an ongoing requirement. When people understand the context of the problem and have the crucial data, they are in a position to create knowledge and then to use that knowledge to generate further value. The more barriers and blind spots that exist between people attempting to collaborate, the more difficult it will be for them to collaborate effectively, adapt to changing conditions and ultimately, succeed.
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