Agreed Objectives/Outcomes
One of the first actions before drawing up a contract to partner is agreeing objectives and outcomes of the alliance. These might not only be revenue related objectives but about raising brand awareness, increasing market share, improving contact level within the customer set etc. Agreeing objectives and outcomes is the cornerstone of operating a successful partnering relationship.
Trust
Unfortunately, engendering trust takes time but the security of a contract, consistent and predictable communications and ultimately a partnership that is making money will begin to build trust from day one. As one of the critical success factors of a successful partnering relationship, it's the responsibility of every member of the alliance team to embody the spirit of the agreement and continue to build the trust every day.
Conflict Resolution Strategy
Often, people with different goals, needs and perceptions will come into conflict in the workplace, a destructive force in a good team. Planning a method of conflict resolution and writing it into your joint venture agreement is another rung on the ladder to achieving a successful partnership.
If resolved successfully, conflict can have a positive effect on personal and team growth, including:
- Improved tolerance
The discussion and understanding needed to find a resolution provides an insight into how to achieve their own goals without undermining those of other people
- Improved teamwork
Team members renew mutual respect, ability to work together and understanding of each others' goals
- Improved self-knowledge
Conflict forces individuals to re-examine their goals, shape their priorities, sharpen their focus and thereby enhance their effectiveness.
Conversely, if not handled quickly and effectively, the results can be damaging for the team and individuals.
There are many theories on how to deal with conflict but ultimately there are 6 main steps to achieving a resolution.
- Individual /Party Mindset
Each party sets out their view of the conflict, their interests (motivators, underlying needs and concerns).
Note: The conflict might be serving the interests of one party and therefore understanding the goals and motivations are vital to be able to agree a new goal and resolution.
When presenting the party's view it is important to show that it is just one perception of the problem. Also, try to present the conflict in objective terms - how it's affecting work performance, risking the delivery to the client, disrupting the team etc. Focus on work issues not personalities. Keeping the information factual and objectives will keep the emotional aspects at bay.
- Problem Definition Statement
Each party is likely to perceive the problem differently. If the parties can't agree the problem then there is no hope of agreeing the solution. By creating a mutually agreed statement of the problem, the conflict is defined. Once defined, both parties can work towards a mutually acceptable solution.
Note: If you can't reach a common perception of the problem, then at the very least, you need to understand what the other person perceives as the problem.
- Define Barriers to Resolution
This part of the process is to establish what is stopping this problem from being resolved during business as usual. Why aren't the team 'just getting on with it'?
Note: It's likely that a disparity between the interests of each party and the original goals have occurred. Discuss the barriers and examine the motivations of each team. Potentially you may identify the one thing that would be able to move the negotiation forward.
- Agree New Outcome
After taking into account all of the information surrounding the conflict, the parties need to agree a new outcome for the problem. Obviously the ultimate objective, the reason for the partnership, won't have changed. This is about finding a common goal for this particular problem to be able to move forward into ideas for resolution and finally a resolution path.
Note: It's vital that the goal encompasses the interests of each party so that the outcome is win/win. By compromising it isn't a true win/win outcome and if the interests aren't being met there may more conflict longer term.
- Brainstorm Ideas
Be open and consider all of the ideas on the table. Include everyone that has a part in the conflict in the brainstorming session to get buy-in to the chosen resolution.
- Negotiate Resolution
It's possible that by following all of the steps above, both sides will already have a good understanding of each position and a likely resolution has been presented. Otherwise, use this step to examine the top options from the brainstorming session and agree a way forward together.
By taking a positive approach to conflict resolution it helps to lower the temperature in the room. Keeping discussion non-confrontational, focus on issues, not individuals and above all remain calm and courteous. This allows everyone to listen to the facts and explore possible solutions resulting in an effective resolution process.
Clear Roles and Responsibilities
To avoid duplication of work effort, confusion and task gaps, clear, formalised roles and responsibilities is another way to preserve a good relationship whilst partnering. Documenting this role guide is very similar to writing a job description but specifically for the project or partnership.
Example Roles and Responsibilities
Strong, Predictable Communication
The key to strong communication is to define the process and timescales at the outset and make it predictable and reliable so that no-one is left wondering what is happening.
Of course, there will be constant communication happening at every level of the working partnership daily but a defined communication process is still important for reporting and audit trails.
In its simplest form, understanding communication within an organisation or partnership is as easy as who, what, where, when and why.
Who - Target Audience
This is about internal communication between members of the partner alliance. That includes:
- Executives - Partnership Leaders
- Managers - Project Managers, Line Managers
- Experts - Technical Experts
- Support Staff - Sales, Marketing, Finance, Administration
What - Content
Think about what type of content is in each communication, is it to:
- Tell: simply informing people of the direction, non-negotiable
- Sell: anticipating some form of backlash, requiring some persuasion
- Consult: seeking specific areas of input to the decision-making process
- Involve: seeking varying degrees of involvement and co-creation
Where - Communication Vehicle
Where will your audience see or hear the communication? Consider which vehicle will you use to disseminate the message. What vehicles are readily available/established? Who are your audience and how will they access the message? What are the objectives of the piece, how will you know your message had been heard? Do different types of content lend itself to different communication vehicles? (e.g. if the information is sensitive should it be communicated face to face?)
Here are the many different ways you can communicate your message:
- Electronic
E.g. email, intranet, video and webcasts, electronic newsletters, podcasts, blogs, wikis, voicemail, conference calls, text messaging, screensaver messaging, desktop alert messages, desktop news feeds etc.
- Social Media
It's unlikely that a company would use this forum for internal communication but it is being increasingly utilised for external communications as part of a marketing campaign. It's a risky strategy as there is little control over where the message goes or what happens to its meaning on the way, however, the viral nature of social media can also allow incredible exposure for a very small amount of money.
- Print
E.g. in-house magazines, newsletters, brochures, postcards, tent cards, posters, memos.
- Face-to-face
E.g. one to ones, team meetings, conferences, offsite meetings, team socials.
- Workspace (ambient)
E.g. notice boards, plasma screens, posters, ambient messaging in lifts, stairwells, coffee cups.
When - Timing/Frequency
Determine which communications need to be regular and are time sensitive and which are ad hoc. Publish the communication schedule so that everyone understands when and where to get the information.
Why - Objectives
Define a set of objectives for your overall plan and align each communication to an objective.
For Example:
- Raise monthly awareness in the wider organisation of Project X during the development period in preparation for the launch. (Regular update article in the company magazine/on the intranet)
- Inform the board of progress against the scorecard weekly (Circulate a summary slide from the weekly reports to the exec team via the project sponsor)
Feedback
Communication is a two-way process so it's important that every communication piece has a method of feedback to the owner or audience.
When completing your communications framework or plan include an owner for each communication and actions.
There are 12 essential elements of a successful internal communications strategy:
- Effective employee-directed communications must be led from the top
- The essence of good communications is consistency
- Successful employee communications owe as much to consistency, careful planning and attention to detail as they do to charisma or natural gifts
- Communication via the line manager is most effective
- Employee communications are not optional extras; they are part of business as usual and should be planned and budgeted for as such
- There must be integration between internal and external communications
- Timing is critical
- Tone is important
- Never lose sight of the 'what's in it for me?' factor
- Communication is a two-way process
- A single key theme or a couple of key themes is a means of giving coherence to a range of diverse employee communications initiatives
- Set your standards and stick to them
Example Communications Framework
Ownership of IP
Things that are written or recorded, including software, are automatically protected by copyright. If it has been written jointly, joint ownership is attributed unless it can be split into clear parts e.g. lyrics to a song, music to a song but joint ownership of the whole.
Each distinct professional contribution must be identified, prioritised, allocated and costed. All participants including the chosen professionals must work together taking into account the job being performed by the other participants in the process. This will allow you to log each contribution and allocate ownership of intellectual property.
For more information on intellectual property rights see www.ipo.gov.uk.
Willingness to Share Resource
Commitment to excellence and building trust is all about doing whatever it takes to get the job done. Uniting and sharing resources to ensure that the bigger picture is achieved will go a lot further towards the end goals than working in silos. Working together and forging a team early on in the alliance is critical to successful partnering.
Commitment to Win/Excellence
A commitment to excellence is a phrase well used but not as often practised. It means making the most of your talents and striving to be in the top 1% in your field - its means making the decision to be the best you can possibly be, continually striving to be better.
By committing to excellence there is no guarantee of a win, but it is an outstanding by-product.
Regular Monitoring of Progress
Regular reporting is a vital part of the communications plan and should be formalised as part of the communications framework. A transparent process of reporting against objectives preserves trust in the partnering relationship and of course, measures its success.
See Strong, Predictable Communications
Exit Strategy
Stephen Covey said 'Begin with the end in mind'. His sentiments were about focusing the mind to achieving the end goal, but it's just as important to plan for not achieving it. An exit strategy is used when the partnership has not come to a natural and one organisation chooses to leave the arrangement.
Some of the reasons to exit a partnership might include:
- The objectives of the partnership are not being achieved.
- The partnership is not getting the commitment/support it requires to complete the objectives.
- Budgetary implications mean that the group is no longer feasible.
- It is no longer a benefit to this organisation to be in partnership - perhaps their goals have changed.
To leave the partnership appropriately ensuring as little or no adverse impact either financially or to the reputation of either company, it's necessary to have an exit strategy.
When formulating an exit strategy take into consideration the following:
- Legal implications - include in the agreement at the outset.
- Any projects that are currently in progress that may require ongoing commitment.
- What financial commitments/losses the partnership dissolution may impact.
- Purchases that have been made jointly.
- Any shared resources/staffing arrangements that have been made.
- How this will be communicated to the partnership and external agencies - it is important to reduce any negative impact this will have.
- How to inform internal stakeholders.
- Administration (any documentation that must be stored for legal purposes)
- Will withdrawing this partnership have an impact on other organisations and should they be consulted.