5.03 Partnership Relationship Management WP

7/28/2019 5.03 Partnership Relationship Management WP

1/12

2006PartnershipContinuum,Inc.AllRightsReserved.

www.partneringintelligence.com

White

Paper

PartnershipRelationship

Management

ImplementingaPlanforSuccessByStephenM.Dent


2/12

ExecutiveSummary

Organizations are struggling to react quickly to everchanging customer

expectations and needs while struggling with shifting market needs and

financial swings.Striving tooutmaneuver competitors thesedays involves

capitalizing on highly effective internal and external relationships that

ensurethebusinesshasthecapabilitiestosupportitsmissionandevolving

growthinitiatives. Thestrategyofconnectivitytootherpeopleandentities

is now crucial for innovation and overall success. Businesses todaymust

propagate connections that provide resources theydont possess in house

andenablethemtomovequicklytoprofit.

Conductingbusinessinthetwentyfirstcentury,therefore,requiresforming

partnershipsandstrategicalliancesbothinternallyandexternally.Creating

a partnering culture in your organizationwill foster collaboration amongexistingsubcultures.Creatingapartneringculturepositionsanorganization

toaccruefourchiefbenefits:

Openness Creativity Agility Resiliency

These chiefbenefits enablebusiness transformation and thus impact the

bottomline.

Smart partners win not only because of what they do but, even more

importantly, from how they do it. They win from leveraging their

connectednessandfromvaluingthebuildingofrelationshipskills.

Alliances and partnerships produce astonishing resultsbut only when

informationflowsfreely,peopletrusteachother,andareloyaltoeachother

andtheirmutualsuccess.Operatingfromsuchavibrantcollaborativemind

set that forgets about getting the bigger slice of the pie requires

interdependencethatdoesnotcomenaturallytoanyorganization.

Thispaperdiscussesthecharacteristicsofeffectivepartnershiprelationships

andpresentsanoutlineforimplementingaplanforsuccess.Italsoprovides

a Relational Survey to help determine a partnerships state of health and

providesaPartnerRelationshipManagementAssessment,bothas tools for

determininganorganizationsstartingpointinrelationshipmanagement.



Theabilityto

recognize

strengthsand

acknowledge

weaknessesisa

culturalissue.

Theenergiesa

culturedrives

fromthepeoplewholiveand

workwithinthe

relationship

structurewill

foretellsuccess

orfailure.

PartnershipRelationshipManagement:

Implementing aPlanforSuccess 1


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CharacteristicsofEffectivePartnerships

A partnership is where two or more people need to work together to

accomplish a goal while building trust and a mutually beneficial

relationship.Thismeansthepartnershipisvoluntarilyagreedupon,builtonthedesiretohavetrust,andbasedonagreeduponmutualbenefits.Effective

partnershipshavethefollowingcharacteristics:

(1)Partnershipsareenteredintovoluntarily

Partnerships cannot be forced. However, we often find ourselves in

situationswhereweareassigned topartnersforexample,whenweare

appointedtoaprojectortaskforce,joinanexistingboardofdirectors,work

onacommitteeata school,orvolunteer tohelpplan thechurchpicnic. In

these cases, relationships can become true partnerships only when all

involvedhavedefinedthegoalor task,haveidentifiedthemutualbenefits,

and

are

committed

to

building

trust.

(2)Partnersperceivethemselvestobeequalinpowerandaccountability

In a partnership, authority and title aremeaningless in the delegation of

tasks,decisionmaking,and conflictresolution.Theonly factors thatmight

makeonepartnersperspective takeprecedenceover anothers aregreater

knowledgeormoreexperience.Howrolesandresponsibilitiesareassigned

dependsonthedemandsofthesituationandtheparticularcompetenciesof

thepartners.

(3) Partners have equal access to, and openly share, information and

knowledge

Inapartnership, theemphasis isalwayson the taskoroutcome forwhich

thepartnerscametogetherinthefirstplace.Tothatend,allpartnersneedto

haveaccesstothesameinformation.

Incorporatesettings, individualsoftenoperateaccording to theadage that

knowledge is power, and they increase their power by hoarding

information parceling out bits and pieces as needed. In a partnership,

however,partnersarenot focusedonpower.Allpartnersareperceivedas

equalandthereforewillinglyshareinformation.Thisnotonlyenhancesthe

functioningofthepartnershipbutalsoincreasesthequalityoftheoutcome.

Synergy and creativity result when people build upon one anothers

informationandideas

(4)Allpartnersareperceivedasequallyvaluable,albeitindifferentways

Partnerships come together when individuals require the contribution of

otherstoaccomplishataskorreachagoal.Bydefinition,everypartnerhas

something of value to bring to the partnership, and that something is

essentialtothequalityoftheoutcome.

Internalteams

anddepartments

Typical

Partnerships:

Strategic

alliances

Jointmarketing

partnerships

Union

management

relationships

Mergersand

acquisitions

Boardof

directors

Organizational

executive

leadership

teams

Organizational

crossfunctional

/departmental

partnerships

Publicprivate

partnerships

Nonprofit/

forprofit

partnerships

Community

based

partnerships




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Therefore,everypartnerisacknowledgedforthevalueofhisorher

contribution,andnoonepartnerisviewedasmoreimportantthanany

other.

(5)Partnerslookforopportunitiestodiscovertheyarewrong

Whenallpartnersarecommittedtotheexcellenceoftheoutcome,theywant

to continually check that their perceptions, decisions, and actions will

producethebestproductorservice.Tothatend,theywelcomesuggestions

abouthowtodothingsdifferentlyandactivelyseekthemout.Partnersdont

want tobe right orhave the lastword.Theywant to arrive at thebest

possibleoutcomeor solutionandareopen toanyandall information that

willhelpthemachieveit.

(6)Partnersseekoutandsupportsuccessforothers

Partnersbringtoarelationshipanoutlookofabundance.Anindividualwith

anabundantoutlookbelievesthatthereisenoughofeverythingavailablein

theworldforeveryonetogetwhatheorsheneeds.Peoplewhopossessan

abundant outlook can seek opportunities for others to succeed and can

celebrate others successesbecause they know this does not detract from

theiropportunitiestobesuccessfulaswell.Peoplewhoseoutlook isoneof

scarcity feel that anything that goes to anyone else takes something from

them.Theythereforeareunabletopromoteorsupportthesuccessofothers

because theycovet it for themselves.Such individualshavegreatdifficulty

workinginpartnerships.

Inaworldthatisconnectedandintegratedbynetworksofinformationand

knowledge, every person in the new economy holds the potential for

generating new ideas and coming upwithbetter structures, processes orsystemsfordesigning,producing,marketing,sellinganddistributinggoods

andservices.

Althoughapartnershipmayappeartobebetweenfacelesscorporations,itis

peoplewho form andmanage partnerships.Theymusthave the skillsa

highPartneringQuotienttocreateasuccessfulbusinessrelationship.These

skillsinclude:

Openlyselfdisclosinginformationandgivingfeedback Creatingtrustthroughactionsandwords

Creativelyresolving

conflicts

and

solving

problems

Welcomingchange Valuinginterdependence



Ifwepartner,we

getourpersonal,

professional,and

organizational

needsmetat

levelsthatarenot

possibleina

competitive

environment,let

alonein

organization

culturesthat

activelyencourage

cutthroatbehavior

amongleaders

andemployees.


Implementing aPlanforSuccess3


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ThefollowinglowPQcharacteristicscandoomapartnershiptofailure:

Withholdinginformation

Having

low

trust

of

others

Desiringtowinconflicts Relyingonpasthistoryfordecisionmaking Maintainingthestatusquoandresistingchange Valuingindependence

Eachpartnershipisasuniqueasthepeoplewhocompriseit.Evenso,there

arecertaincharacteristicsthatallsuccessfulpartnershipshaveincommon:

Thepeopleinthepartnershiphaveakeensenseofselfinthattheyunderstandtheirownstrengthsandweaknesses

Theyknowwhattheywantoutofthepartnership

WhatisPartnershipRelationshipManagement?

Despite the word relationship in its name, Customer Relationship

Management (CRM) is not really concerned with managing customer

relationshipsbut, rather, with managing data about a customersbuying

habits and preferences. Of course, a company where one is a potential

customerdoesntreallycareaboutits relationship withthecustomer.What

itwantsisanothertransactionfromthecustomer.Thatsthewholeobjective

ofCRM:togenerateanothersale.

PartnerRelationshipManagement(PRM),ontheotherhand,reallyisabout

relationships. Itsaboutunderstanding theneedsofonesbusinesspartners

and satisfying thoseneeds to thebest ofones abilitywhilebuilding trust

between the two parties. PRM, therefore, is much more complex than

collectingdata.

An organization must learn to communicate with its partner, using self

disclosure skills to articulate its needs. It must know its personal trust

strategiesandthensharethosewiththepartner.Theorganizationmustbuild

agreementsthat

are

mutually

beneficial

while

working

through

the

conflict

thatcollaboration,byitsverynature,causes.

PRMalsochallengespeopletochangeandfocusonthefuturesotheydont

continuallydwellonpastgloriesand stay stagnant. It linksonepersonor

entitysfuturewiththatofanotherinapositiveandexcitingway.

Thesearethegoalsthatcan

beachievedin

aneffective

partnership

relationship.

Imagine

harnessingthe

brillianceof

yourworkforce.

Imagine

learningfrom

eachother.

Imaginebeing

aninnovation

factory,turning

outnewand

excitingideas

andproductsor

servicesona

regularbasis.

Imaginehaving

aworkforcethat

isnotjustloyal

butfeelsasense

ofdutytothe

successofthe

organization.

4PartnershipRelationshipManagement:

Implementing aPlanforSuccess


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DeterminetheStateofHealthofPartnership

Relationships

Areyour

partnershipsinternal

and

externalhealthy?

The

following

Relational Survey and the 60Second Partner Relationship Management

Assessmentwillhelpyoucollectobjectivedataon thecurrentstateofyour

partnershiprelationships.

Once the results have been tallied, pull your team together, review the

results,andinvitefeedback.Anyquestioninwhichtheaveragescoreisthree

or less presents an issue that the team should discuss. Try to reach

conclusionsonwhytheteamdidntdowellinthatparticulararea.

Thenlookattheareasinwhichyouredoingwell.Whatareyoudoingthat

makes you successful in that area?How can the teamuse the knowledge

gained from those successes to improve theareas inwhich the team isnot

doingaswell?Besuretogiveyourselvesplentyoftimetodiscusseachitem.

Finally,developanactionplanforimprovingthoseitemsthathadlowscores

andcelebrateyoursuccesses!

RELATIONALSURVEY

Instructions: Think about apartnershipyoure involved in, or a team of which

youre a member. Briefly reflect on your relationship. Then read each of the

statementsthatfollow.Foreach,writedownyourpersonalratingfrom1(notvery

well)

to

5

(very

well)

in

the

blank

spaces

at

the

end.

1.Howwelldidwebuildtrustbetweenus? _____

2.Howwelldidwesolveconflictsbetweenus? _____

3.Howwelldidwesolveproblemsusingnewandcreativetechniques? _____

4.HowwelldidIgetmyimportantneedsmetinthepartnership? ____

5.Howwelldidweshareinformationbetweenus? _____

6.Howwelldidwefocusonfutureeventsvs.pastmistakes? _____

7.Howwelldidwerespecteachotherstime? _____

8.Howwelldidwereinforceourvisionwitheachother? _____

9.Howwelldidwemonitorourrelationalexpectations? _____

10.Howwelldidwerelyonourpartnerstohelpusmeetourobjectives? _____

11.Howwelldidwegiveeachotherconstructivefeedback? _____

12.Howwelldidwereachdecisionsthatweretrulysupportedby

everyone?_____

13.Howwelldidweaddressthe hard issues? _____

14.Howwelldidwesupporteachotheroutsideofthepartnership? _____

15.Howwelldidwecelebrateouraccomplishmentsasateam? _____



Cutandpaste

thesurveyinto

adocumentso

youcanprintit

outand

distributeitto

themembersof

your

partnershipor

team.

Thesurvey

worksbestif

theinformation

isgathered

anonymously.

Protectingthe

identityof

respondents

providesa

safetyzonefor

peoplewhomay

notbe

comfortable

openly

disclosingtheir

concerns.


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Does your organization have a solid Partner Relationship Management

(PRM)programinplace?Tofindout,take this60secondPRMassessment.

Simplyanswereachquestion Yes or No.

60SECONDPARTNERRELATIONSHIP

MANAGEMENTASSESSMENT

Adaptedfrom Partner RelationshipManagement Training. Partner Relationship

ManagementAssessment2002PartnershipContinuum,Inc.Allrightsreserved.

1.Doyouhaveajointlydevelopedstrategic framework inplacewithyour

partner(s)?

2.Haveyoudocumentedyourneedsbasedonyourbusinesssstrengthsand

weaknessesandsharedthemwithyourpartner(s)?

3.Doyouhaveameasurementsysteminplacetodocumentandtrackyour

partnershipsmutualbenefits?

4.Arerelationalexpectationsdocumentedbetweenyouandyourpartner(s)?

5.Doyouhaveajointlydevelopedpartnershipagreementinadditiontoany

contractualagreementsyoumayhave?

6.Do the sponsorsof thealliancemeetat least twiceayear in facetoface

meetingstoreviewallianceprogressandstrategicrelevance?

7.Doyoumeasure the relationalcomponentsof thealliancealongwith its

economicbenefits?

8.Istrustaformalindicatorthatismeasuredandregularlyreportedwithin

youralliance?

9.Have the teams implementing the alliance received formal training on

buildingrelationships?

10.Have

joint

communications

and

symbols

of

the

alliance

been

prominently

displayedinpubliclocations?

Add up your yes and no responses. If you have three or more no

responses,youdonothaveaPRMprograminplace.

Find outmore information about these 10 PRM aspects on the following

page.




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1.Doyouhaveajointlydevelopedstrategicframeworkinplacewithyour

partner(s)?Havingajointlydevelopedstrategicframeworkisimportantfor

tworeasons.First,itprovidesyouandyourpartnerswithanopportunityto

define

and

document

a

clear

purpose

for

your

alliance.

Second,

it

builds

joint

ownershipofthealliance.Thisisespeciallyimportantwhenanalliancewas

conceivedbyonepartnerwhotheninvitedtheotherpartnertojoin.

2.Haveyoudocumentedyourneedsbasedonyourbusinesss strengths

andweaknessesandsharedthemwithyourpartner(s)?Havingyourneeds,

strengths, andweaknesses documented provides an opportunity for your

partnerstogettounderstandyouandyourbusinessbetter.Italsoprovides

your partnerswith information that can assist them in helping youmeet

yourneeds.

3.Doyouhaveameasurementsysteminplacetodocumentandtrackyour

partnerships mutual benefits? Partners often fail to put into place a

measurementsystemtodocumentandtrackthepartnershipsbenefits.When

thereisaperceptionthatonepartnerisgainingbenefitsattheexpenseofthe

others, resentment builds, which leads to mistrust. Documenting and

tracking thepartnershipsbenefits to eachpartnernotonlyhelpsmeasure

whether thosebenefitsarebeingachieved, italsoenables imbalances tobe

identifiedandrectified.

4. Are relational expectations documented between you and your

partner(s)? Its important that you document what is expected of all

membersofthepartnership.Documentingsuchnormsofbehaviorplaysan

essentialroleinmaintainingthepartnershipsculture.However,membersofapartnershipchangeover time.Asmemberschange,previousagreements,

especially around relational expectations, can get lost in the shuffle.New

memberscoming into thepartnershipmustbebriefedon thepartnerships

culturesotheyhaveaclearunderstandingofwhatisexpectedofthem.

5.Doyouhaveajointlydevelopedpartnershipagreement inaddition to

any contractual agreements youmayhave? Partnership contracts tend to

define only expected deliverables. Partnership agreements, on the other

hand, lay out the strategic framework,behavioral expectations, roles and

responsibilities,and tasksof theallianceinotherwords,how thepartners

aregoing

to

interact

with

each

other.

Here

sanother

way

of

thinking

about

it:

Apartnershipagreementfocusesmainlyonprocess;acontract,onoutput.


Implementing aPlanforSuccess7


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6.Dothesponsorsofthealliancemeetatleasttwiceayearinfacetoface

meetingstoreviewallianceprogressandstrategicrelevance?Foralliances

to succeed, the leadersof thepartneringorganizationsneed tobe actively

involved.

Absent

leadership

dooms

alliances.

It

s

critical,

therefore,

that

alliancesponsorsmeetatleasttwiceayeartodiscussallianceissuesandto

planforfutureactivities.

7.Doyoumeasuretherelationalcomponentsofthealliancealongwithits

economic benefits? Most alliances do a good job of measuring their

economic indicatorsthe additional revenue generatedby the alliance, the

alliancesexpenses,theamountoftimespentonmanagingthealliance,and

othercostrelatedfunctions.Whatalliancesdontdoaswellistomeasurethe

relationalaspectsofthealliancelevelsoftrust,frequencyofcommunication,

useof creativity inproblemsolving,ability to resolve conflicts,and soon.

Therelationalaspectsareasimportanttotheoverallsuccessofyouralliance

asitsmonetarybenefits.Infact,goodrelationswithintheallianceensurethat

themonetarybenefitswillfollow.

8.Istrustaformalindicatorthatismeasuredandregularlyreportedwithin

youralliance?Trustisrarelymonitoredinalliances,andyetitskeytotheir

success.Peopledowhat theyremeasured todo. If trust ismeasured, trust

willhappen.

9.Have the teams implementing thealliance received formal trainingon

building relationships?Alliance andpartnershipbuilding is anunnatural

act formostofus.Wereeducated, socialized, and rewarded inways that

reinforceourbeliefthatwemustlookoutafter#1asourbusinessbehaviorsall toooften illustrate.Whenpushcomes toshove,werevertback to these

behaviorsbecausetheyarecomfortableand feelright. Buttheyarenotthe

behaviorsthatmakepartnershipssuccessful.

Peoplemustlearntheskillstobuildsuccessfulpartnerships.Theseskillsare

those identified inPartnershipContinuumsSixPartneringAttributes:Self

Disclosure and Feedback, Win/Win Orientation, Ability to Trust, Future

Orientation, Comfort with Change, and Comfort with Interdependence.

Formaltrainingintheseskillsgivespeoplethetoolstheyneedtochangeold

behaviorsandtobuildhealthy,longlastingandprofitablealliances.

10. Have joint communications and symbols of the alliance been

prominently displayed in public locations? After the alliance has been

established,youmustcommunicateitsimportancetoyourorganization.You

communicatethismessagethroughjointcommunicationsandbydisplaying

symbolsoftheallianceinlocationswherepeoplecanseethem.




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TheStepstoPartnershipRelationshipManagement

Anorganizationsstructuredescribeshowaccountabilityforresultsand

correspondingworktasksaredistributedandmanagedinanenterprise.It

involvesjobdesignandorganizationdesign.Gettingitrightisatallorder.

Ifpartneringistobecomehowthingsaredonearoundhereitmustbe

bakedintoeveryjob.Itmustbeincludedasadocumentedcriterioninevery

jobdescription.Partneringisbothajobinput(asetofbehavioral

characteristics)andajoboutput(products,services,andthepartnerships

andstrategicalliancesneededtoaccomplishtheorganizationspurpose).

Partnershiprelationshipmanagementrequiresinvestingmoney,time,and

energy.

StepOne.Thefirststepinbuildingapartnershiprelationshipmanagementplanistocreateagrounded,compellingstrategicframework.This

frameworkwillinterconnecttheetherealenergieswiththematerialoutputs,

creatinganinteractive,selfreinforcingsystem.Astrategicframeworkhas

threeprincipalcomponents.

(1)Vision.Thisdescribesthedesireddestinyoftheorganizationnotapoint

ortimelinebut,rather,anavigationalreferencepointguidingthebusiness

forthelonghaul.Itisashort,compellingdescriptionofavalueoutcome,a

visionthatreflectsthepassionoftheshareholdersanddefinesthemeaning

theygivetotheirenterprise.

(2)Mission.Thisstatementdescribeshowanorganizationwillachieveits

vision.Itidentifiesanentitysareaofexpertise.

(3)Strategicdirections.Astrategicdirectionspecifiesabroadareaof

organizationalfocus,thespecificthingstheentityneedstodooverthenext

twoorthreeyearstoachieveitsmission.Collectively,thestrategicdirections

defineatahighlevelhowtheorganizationintendstoallocateitsresources

(people,money,time,andtechnology).

StepTwo.Thenextstepistocreateapartneringculture.Thisisatwo

prongedtask.Itstartswithcreatingpartneringcapabilitiesinyour

organizationspeopleandcontinueswithbuildingapartnering

infrastructuretomakesuretheorganizationsstructureisalignedbothwith

itspartneringphilosophyandwithitspartneringprocesses.Businessesthat

embedsuchapartneringculturewithintheirorganizationswillhavethe

relationshipskillstheyneedbothintheirleadersandtheiremployeesto

weatherthestormswithoutfear.Thiscultureenablesanorganizationtobe

poisedtotakeadvantageofaneverchangingmarketplace.



Partnering

culture

springs

mainlyfrom

howleaders

behave.

Cultureby

evolution

happens

whenno

deliberate

thoughtor

designis

appliedtothe

configuration

ofan

organizations

culture.

Cultureby

design

happens

whenleaders

sitdownand

formulatea

partnering

cultureand

then

rigorously

communicate

andlivebyits

tenets.




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PartnershipRelationshipManagement:10Implementing aPlanforSuccess

StepThree.Thenextstepistochooseapartnerandbuildapartnershipthat

willenableyourorganizationtomoveto:

Collaborativecreativity Transformation Agility

Smart partners aim first at expediting

internal alliances among their diverse

functionsandsecondatextendingthesame

partnering expertise externally to force

mutually beneficial relationships with

customers,suppliers,andothercompanies.

Theabilitytopartnersuccessfullyresultsina

workplacewherepeoplewanttostayandto

whichtheywillcontributetheirbesttalents.

Themembersofapartneringcultureare

recognizedandrewardedfordisplayingthe

partneringbehaviorsthatdeliverresultsfor

everyoneinvolved.

Acquiring

the

Necessary

Expertise

for

PRM

Unfortunately, the stepsdescribed above are allunnatural acts.Therefore,

theactof transforminganorganization culture ismessyand complexand

requiresleaderstoexemplifytheirstrongestrelationshipabilities.Formany

businesses,thisisthepointatwhicheveryinstinctsignalspeopletohunker

downandgetbacktoachievingtasksattheexpenseoftherelationship.

Althoughthe

shorttermeffect

ofanimbalance

between

achievingtasks

andbuilding

relationships

mayseem

insignificantto

leaders,the

longterm

impactona

businesscanbe

deadly.

Partnership Continuum, Inc., through extensive research over nearly two

decades, developed aworkable system forbuilding effective partnerships

andimplementingpartnershiprelationshipmanagementplans.Weprovide

unique strategies focused on organization design and development,

leadershipdevelopment,andemployee learninganddevelopment.Wecan

help:

Createeffectivevision,missionandstrategicdirections Reconfigurejobdescriptionstoincorporatepartnering Ensureanorganizationsstructureisalignedwithitspartnering

philosophyanditspartneringprocesses

Teachyouhowtoidentifyandhirepeoplewithpartneringcompetenciesandhowtoincreaseyourpeoplespartnering

capabilities

Enableyoutoincreaseyourcomfortwithchange,yourabilitytotrust,yourcomfortwithinterdependence,andyourcomfortwith

selfdisclosureandfeedback, Enableyoutoincreaseyourwin/winorientation,forconflict

resolutionandproblemsolvinginacollaborativemannerthat

consistentlycreateswinnersallaround

StrengthentheleadershipskillsofyourkeypeopleWehaveawide rangeofservicesandproducts tosupport these strategies

andadeepexperienceandinsightstobringtoyouruniquesituation.




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AbouttheAuthorStephenM.Dent, founder ofPartnershipContinuum, Inc., is a pioneer in

Partnering Intelligence theory, research and application. His first book,

Partnering Intelligence: Creating Value for Your Business by Building Strong

Alliances(Davies

Black

publishing,

1999),

describes

how

Smart

Partners

build

effective internal and external business alliances that create sustainable

competitiveadvantage.Thisbookwas listedasoneof the top30business

books for the year 2000. His most recentbook is Powerhouse Partners:A

BlueprintforBuildingOrganizationalCultureforBreakawayResults(StephenM.

DentandJamesH.Krefft,DaviesBlackPublishing,2004). Hehasover20

years experience helping companies improve performance and operating

margins through strategy, quality, process and partnershipimprovement

methods. Prior to founding Partnership Continuum, Inc., Stephen was a

Partner and SeniorVP for Six SigmaQualtec,where hedelivered quality,

process improvement, and partnership workshops. He is a soughtafter

businessconsultantandkeynotespeaker.

AboutPartnershipContinuum,Inc.Inthetwentyfirstcentury,businessesthatdevelop,sustain,andprofitfrom

partnershipsfasterandbetterwillattainorganizationalsuccess.Atthecore

of any successfulbusiness are people.After all,businesses dont partner;

people do. Developing the Partnering Intelligence of people and

organizations iswhatwedo. PartnershipContinuum, Inc.mobilizes your

relationshipswithemployees,customers,suppliers,andevencompetitorsin

surprisingand rewardingways.Ouruniqueand innovativeprogramsand

products lead tohigherproductivity and stronger relationships enhancing

your partnering capability through building trust, positive exchanges,

respectfulinteractions,beneficialoutcomes,futurepotential,andleadershipexcellence.

Visit www.partneringintelligence.com for more information about our

corporateand leadership trainingprograms forPartnering Intelligence, the

Six Partnering Attributes, and a partnering culture or contact us at

612.375.0323 or [email protected] to discuss howwe can

impactyourorganizationseffectivenessinbuildingsmartalliances.


http://www.partneringintelligence.com/mailto:[email protected]:[email protected]://www.partneringintelligence.com/

5.03 Partnership Relationship Management WP

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Transcript of 5.03 Partnership Relationship Management WP