Idea 78: Building partnerships
When spiders' webs unite, they can tie up a lion
Ethiopian proverb
Among the transferable skills of a strategic leader that Socrates identified is attracting allies and helpers. Here I shall call it building partnerships – the fifth generic function of strategic leadership.
The principal necessary condition for a successful alliance or partnership, then, is a shared common aim. The attainment of the end in view, of course, needs to be strongly in the interests of both parties, however they define their interests. If the potential contributions of the partners to the common end are complementary, like those of team members in a real team, so much the better.
Whenever you enter into a partnership or work in a mixed team of ‘insiders’ and ‘outsiders’, use the three circles model to clarify:
- What is our common task?
- How can we best work together as a team?
- How can each individual (part or organization) give their best?
Always take seriously the interests of your partner or ally. Make sure that they are getting their share of benefit from the mutual enterprise. Make it a win–win story.
Checklist for building partnerships
- Do you now see building partnerships as one of the key functions in your role as strategic leader?
- Do you balance the time you spend in the organization and the time you spend outside the organization building strategic relations with key players – such as allies, customers, suppliers?
- Could your organization achieve more if you joined forces with other partners?
- If you consider your products and services, your employment policies and the effects your organization has on the environment, is your organization socially responsible?
- Does your organization confer benefits other than employment on its local communities?
- Does your organization work well with colleagues from other organizations, nations or cultures?
Can I transcend nationality and gender and work as a person with other people in international teams to accomplish global goals?