Skills

Do you – or your people – have the right skills and attitude to develop and build sustainable business partnerships?

Ask any group of managers 'what is the most important skill to possess in the today's global economy?' Or 'what is the most dangerous to lack?' Of course, some old favourites will figure on the shortlist, such as leadership and communication. But in the past five years a new entry has appeared in the list of essential skills. It is partnering - the ability to build and operate successful partnerships with other teams and enterprises, sometimes (but not always) across geographic boundaries.

Within every enterprise, knowledge of partnership is becoming a career-changing asset. Those managers who demonstrate knowledge of the theory and practice of partnership are equipping themselves for leadership roles in their corporations. Conversely, those who fail to learn the lessons of partnering place themselves and their organisations at a competitive disadvantage.

New capabilities

Developing and building successful business partnerships requires skills which are seemingly opposed - almost skills for the management of paradox.

For example, the instruments by which the partnership is regulated – such as contracts, escalation clauses and SLAs - must be firm and precise. Any tendency towards ambiguity invites problems. Yet flexibility and responsiveness are vital for success in any business partnership. How do you build the skills to balance these apparently irreconcilable elements?

Similarly, most companies looking for a business partner will avoid organisations whose cultural values are not aligned to their own. Yet what is the point of partnering with a similar company? The aim is often to stimulate new ideas and enrich the creative gene pool. Some degree of diversity is essential. So how do you know which partner is right? And how do you balance diversity to get the best for both parties?

These are examples of partnering issues that demand new and very different capabilities.