The Oxygen of Partnerships and Collaborations

By Richard Russey

Partnerships and collaborations are critical relationships between and among public and private sectors entities, grant makers and grantees, the non-profit community, donors, programmatic entities, educational institutions on all levels, and clients/audience/constituency, among others. Importantly, and in the context of the ongoing examination of effective leadership featured on this blog, is the critical element of considering and acting on the belief that one’s staff or team are some of the very best partners one can have to achieve organizational success. (More on the concept of leader/staff partnership later in this article.)

First, potential partners must consider some of the key elements that will lead to the success of any short or long term collaborative partnership. They include:

Developing trust born of a common vision
Frequently the challenge blocking the way to true partnership is the issue of trust. “Can I trust those individuals and organizations I bring into close alliance?” is an oft asked question posed by leaders of every type of organization. Perhaps it seems blatantly obvious, but it is important to underscore the fact that real trust between individuals and organizations, a trust that leads to enhanced progress and success for both (or all) entities in partnership, is born of sharing a common vision. Those in alliance “for the greater good” must share a vision, even if not a specific mission. The over-arching reason for an alliance, partnership, or collaboration must be that, in essence, the sum is greater than the parts, that a greater value can be achieved than by going it alone. Each participant in a partnership must obtain value (however that is defined by each participating partner) in order for the alliance to be one that is productive and enduring.

Clearly organizations have the goal of hiring a team of individuals who are enthusiastic proponents of the established vision. For example, let’s look at one of the most famous and pithy vision statements in corporate America’s history, Ford Motor Company’s “Quality is Job #1.” Undoubtedly, to achieve success Ford had (and has) an interest in hiring team members at all levels who believe in that vision. For that vision to become actualized everyone from line factory workers to middle management, to vendors, board members, shareholders, and the highest level corporate executives, a shared belief in that “quality” vision is absolutely essential. Maybe this is an over simplification, as I am not a business analyst, but from the perspective of looking at success based on shared vision, perhaps this is one reason that the Ford Motor Company is not in the same dire straits as other American car companies during the current economic crisis.

Embracing a diversity of perspectives
While sharing a common vision is a basic tenant of effective partnerships and collaborations, that concept should not be translated dogmatically. It can be assumed that anytime two individuals, much less two or more organizations, are in partnership there is going to be a diversity of perspectives. At least two results can come from this fact – one is that the partnership or collaboration is not successful and falls apart, or alternatively and more positively that the collaborative partnership is strengthened by the diversity of perspectives. In order to share a vision, we must not express a rigid and doctrinaire adherence to a single vision. Rather, I assert that it is healthy within the context of broad agreement to have a healthy debate around specific perspectives that relate to how to accomplish a successful collaboration. Utilizing strength that comes from the vitality of difference partners can truly achieve a sum that is greater than the parts being brought together.

Of course, this approach is not for the faint of heart, for it requires both fearless and ego-less leadership and cooperation by all parties involved. Where blocks may arise due to differing perspectives on how to accomplish goals related to a shared vision, it is best for all parties to step back and remember that there was (and is) a shared vision that brought together the collaborative partnership in the first place. Then, building a strategy that not only embraces the diversity of opinions and approaches, but ultimately produces the yield desired for all members of a collaborative partnership, is vital. Close and frequent communication is one key to success. Facilitation by a third party of the collaborative partnership may be desirable and should not, in my opinion, be seen as a weakness. As I’ve stated, true and meaningful partnerships at any level, between or among any two or more people or organizations is not for the faint of heart. Commitment, strong motivation, trust, and accountability must be hallmarks of the partnership. But, as in any true collaborative partnership that has its risks, the rewards can be great. Goals can be achieved that are very difficult if not impossible if attempted in the vacuum of “going it alone.”

Knowing the difference between short term and long term partnerships and collaborations
The success and effectiveness of collaborative partnerships is to know “when to hold, and know when to fold.” But, the difference between a partnership of organizational entities and a card game is that all parties should have an understanding from the outset what the parameters of that partnership should be as it relates to all. Partnership between and among a leader and employees (team members) may be considered to be long-term and enduring, at least in theory. As any leader knows, turnover is costly in terms of time and expense and morale. So, in the scenario of “leader-staff” the goal is a long term partnership where benefits accrue to all. It is relevant here to quote one of the great thinkers on this subject, Ken Blanchard:

“In the past a leader was a boss. Today’s leaders must be partners with their people… they no longer can lead solely based on positional power.”

But, what about other forms of collaborations and partnerships – how long should they last? Again, that question should be considered before entering into an associative relationship. The original shared vision certainly provides some guidance, but at this point it will be important to get into the details of mission and goals. What does each member of a collaboration or partnership want or need as a result of that association? What time line is projected for the accomplishment of shared goals? To what degree does the collaborative partnership benefit each of the members of that partnership and serve their audiences or constituency over time? One example of effective short term collaboration might be two or more nonprofit organizations partnering to produce a grant request to a funding entity that will produce the benefit of realizing specific short term goals – such as producing an event for a specific purpose and audience. Of course beyond the very shortest and simplest of collaborations there are innumerable possibilities for partnerships of increasing length and complexity.

Partnership is a process
It is important to remember that a partnership is a process requiring ongoing attention, commitment, monitoring, and, essentially, accountability from each partner member to all others engaged in the partnership. It is important to keep the lines of communication open and active, with regularly scheduled communications using a variety of methodologies appropriate to that partnership. Valuing the unique contributions each partner brings to the table is essential for success. Sharing “power” or even better, relinquishing the idea of power as useful to a collaborative endeavor is one component of success. To the same degree that a collaborative partnership is entered into with a great deal of thought, intentionality, and “tooling,” ongoing assessment and re-tooling of the relationship is critical. Previous postings to this blog have made the important point that the only constant in life is change. So, it stands to reason that change is going to impact any given collaborative partnership from day one. That fact does not need to be a daunting thought that prevents partnerships from forming and serving valued functions. Instead, it can serve as a motivator for communication and invigoration around the original purpose and goals of the partnership.

Whenever a stumbling block or bump in the road comes along, my advice is to remember two important things: one is the original shared vision that brought together the collaborative partnership in the first place; and the other is the mantra, “this is a process … this is a process … a process born of common purpose.”