Shared Value Partnerships

As service delivery professionals we desire to do the right thing with our partners. However, in a partnership model where the entities have different core objectives to meet, it takes a little more than just the desire, to make it truly win-win. Here are some quick thought-triggers to enable a successful service delivery and a shared-value partnership.  

I like my partner to do well too, but I don’t want to come across as someone who’s too easy. How do I achieve that?

I want to trust my partner; how do I ensure I get the same from my partner?

Is collaboration possible in partnerships and which magic wands do I need to make my partnership truly collaborative?

Be Authentic-

It is extremely necessary for all the involved parties to be fully aware of the partnership’s objectives for each of them. Visibility of the desired objective (Explicit or other wise) and motivation, will bring transparency in the relation. When the goal is shared, the efforts are more aligned

Be Open-

Being open with ideas and willing to trust the partner is the key element of getting started on the right track. If you wish to say, “I don’t think your plan is going to work because …..…”, hit the pause and review if the desire to help or to push the partner to the corner.

Be Bold, yet Realistic -

Set aspirational targets but strike a balance by ensuring that they are not too away from realistic achievement based on data gathered in advance of any formal announcements or commitments. Setting unrealistic goals that are impossible to meet can lead to disillusionment and cynicism.

Be Sure-

Role of each partner in the pursuit and more importantly each partner’s core competencies, should be very clear. Complementary diverse skills and competencies, to be identified and deployed properly, to enable success.

Be a Nitpicker-

The devil is in the details-Details are essential, particularly those dealing with scope, definitions and metrics, which, if not identified up-front, can lead to challenges down the line. Internal and external proof points will be needed for each partnership but drilling down to the detail about what can be said about outcomes will help frame the metrics. Work to define the nuts and bolts of the desired outcomes and not just the activities of the partnerships.

Be Consistent with the Language-

This may be old advice, but it arises from one of the most oft-repeated challenges. The same words can have different meanings to different organizations, one way of making the case can work better for one group than another — and it is essential to work out a common language. Managers who have worked on both sides of the partnership can often serve as “translators” as they help to bridge the gaps in understanding

Begin with the Beginning-

Start with a goal or a problem and explore different strategies. If you start with a goal or a problem that needs solving, all partners feel included in the development of the solution and unexpected ideas or ways to tackle an issue may arise.

Be prepared to Pivot-

Things have a way of not going according to plan. It is important that partners work closely with one another, talk openly about challenges and find the right approach.

Be Friendly-

Find ways for people who do not usually talk to one another to come together and be in the same room. Getting multiple parts of partner organizations involved will help create buy-in and get everyone on the same page about the goals of a partnership.

Be Patient-

Partnerships — and the workflow changes they may entail — don’t always come easy and they tend to take a lot of work and time. Patience is key. Building relationships that provide the foundation for these partnerships also take a considerable amount of time.

Be Innovative-

Creating a space for innovation and growth is critical and challenging. Create space for innovation and the type of transformative off-the-wall thinking that can lead to greater impact, sustainability and scale.