The Ultimate Guide to Collaboration With Your Business Partner

business partner collaboration You and your commercial enterprise collaborator decided to go into business together for a number of reasons—probably in part to leverage each of your strengths so you ’ re more likely to succeed .
Ongoing collaboration is substantive to your reciprocal success. In this ultimate usher to business partner collaboration, we ’ ll go over how to improve your collaboration and communication skills so you can grow your business together .

Beyond getting along: Collaboration is key

If you founded your business and then decided to seek a electric potential collaborator you credibly devoted a bunch of time and attention to making certain you found the right one before you made things official. You probably screened likely clientele partners for evidence that they have beneficial judgment, good communication habits, and a skill set and work ethic that complements your own .
But good collaboration international relations and security network ’ t just about getting along. In fact, for most startups, collaboration is more about bringing in concert people in an organization for a common function. That doesn ’ thymine intend you ’ ll always be conflict-free.

You credibly each have individual responsibilities, areas of expertness, and priorities for your daily. The ability to collaborate well enhances each of your strengths and reduces your collective weak points. Hopefully, your spouse besides shines a light on ideas you haven ’ triiodothyronine considered and is volition to work together to find the best direction forward on a project, scheme, or challenge .
Heidi K. Gardner, a distinguished companion at Harvard Law School ’ s Center on the Legal Profession, says successful collaboration can besides have a measurable impact on your business ’ s short-run and long-run growth .
Gardener authored “ Smart Collaboration : How Professionals and Their Firms Succeed by Breaking Down Silos. ” She has analyzed millions of data records, including timesheet, personnel files, and fiscal data from dozens of organizations in fields such as healthcare, software, account, and engineering .
In one analysis, Gardner found that organizations could decrease the risk of losing customers 62 percent simply by having accounts managed by more than one account manager. In an organization where intersection development specialists from three commercial enterprise units teamed up, “ tax income from their customers was 160 percentage higher than the sum of their individual sales in the prior class. Profits climbed even faster. ”
Gardner ’ mho decision about collaboration ? It ’ s not a woo-woo-filled “ voiced skill. ” alternatively, collaboration helps “ companies earn higher margins, inspire greater customer loyalty, attract and retain the best endowment, and gain a competitive border. ”
It ’ sulfur credibly not actually news that good collaboration can make a boastful deviation. But what should you do about it ?

4 ways business partners can improve their collaboration skills

“ Building an open and honest rapport with one another for everyday commercial enterprise situations is critical to navigating it when the going gets rough, ” says Beth L. Buelow, Professional Certified Coach ( PCC ) and generator of The Introvert Entrepreneur : Amplify Your Strengths and Create Success on Your Own Terms .

Business owners can head off problems with these tips:

  1. No assumptions means no assumptions. “ All of the partners need to be clear about their commitment to the collaboration from the start. ”
  2. Establish consistent communication, whether it’s by email, phone, or in person. “ Checking in with the big picture and putting out small fires as you go is identify to managing the bigger issues that inevitably come up. ”
  3. Have clearly defined measurements of success. “ The effect metrics—financials, reach, engagement, growth, quality— should be outlined and agreed on, ” says Buelow. “ You don ’ t have to share every expectation ; the more critical point is that you ’ re each mindful of the other ’ s expectations and its level of importance to the partnership. ”
  4. Communicate early and often about your progress. “ You don ’ t have to agree 100 percentage on how you ’ re going to get there, but you need to understand where you ’ re going, ” says Buelow. “ Use those regular check-ins to monitor your advance and course-correct as needed. ”

financial dashboard

5 collaboration problems and what to do about them

What happens when things start to go south with your business partner ?
“ Left unchecked, the partnership risks buckling under due to conflict avoidance, unexpressed expectations, and resentment, ” says Buelow. “ When resources—people, money, products, time, reputation—are on the lineage, nothing can be assumed or taken for granted. ”
here are five common collaboration problems, plus tips for how to resolve and prevent them .

1. Problem: Meetings that waste time

How many meetings are on your schedule today ? If your reaction is “ excessively many, ” then odds are you ’ re at risk for spending more time talking about getting things done than actually executing .
You ’ re not alone. american english workers reported that they attend 62 meetings on average per calendar month —and half were considered neutralize clock time. 31 hours per month of waste time, in fact, meetings are considered a distinctive office ’ s number-one time-waster .
At $ 37 billion in wage monetary value alone, meetings are besides an expensive way to sacrifice productivity for the sake of what looks like collaboration. But besides beware of getting bogged down in collaboration tools that are actually meant to alleviate meet overload. Too many Slack messages and back-and-forths on Basecamp can sometimes be resolved with just 10 minutes in a room resolve details .

Tip: Cut meetings so you can check in with each other, yet still have time to work alone

Meetings, team exercises, and collaboration tools all have their place—but thus does lone get-it-done time where you can focus on your individual tasks and initiatives .
Besides, 73 percentage of workers are already doing work in meetings that is not related to the meeting—so possibly you and your partners would be better off making more time for everyone to fair get stuff done .
How can your organization reform wasted time ? Establish a weekly ceiling on time devoted to meetings, says Bain partner Michael Mankins in Harvard Business Review :

“ Create a specify meeting time bank in which all new meetings are funded out of the current bank .
To start, determine the sum amount of time presently dedicated to meetings by level in your constitution. then place a ceiling on that total .
now, for every new meeting an executive requests to schedule, ask ( or require ) him or her to remove some early meeting of equivalent ( or greater ) time. ”

At the identical least, this approach will highlight the total time devoted to meetings at your ship’s company. Over meter, it may enable your organization to lower the ceiling and liberate countless hours of unproductive time, ” says Mankins .

2. Problem: You and your partners are so siloed that you’re duplicating efforts, missing opportunities, and letting things slip through the cracks

On the flip side of excessively much collaboration, sometimes business partners don ’ triiodothyronine exercise together enough. Time demands, conflicting personalities, and other factors can cause commercial enterprise owners to feel like ships passing in the night .
“ Warning signs could include projects moving besides lento because you never seem to be able to connect with one another, ” says Buelow, “ or latent hostility stemming from miss of communication. ”
however, a solid business must have shared cognition, and cognition can entirely be shared when people are working together. Organizations that have firm inner connections tend to be more creative and innovative, and that can lead to more success, increase, and profitableness .

Tip: Collaborate regularly on day-to-day operations and long-term business development

An open, empower culture international relations and security network ’ metric ton just for employees—it ’ s for you and your business partner besides. structure time for hebdomadally or daily brief check-in meetings. This way, each collaborator knows what the other is working on, what challenges each is encountering, and how your efforts are building the business .
besides, set up regular discussions or retreats to work together on long-run business development. It can be easy to get caught up in daily operations, but business partners need to carve out time so they can look at the big picture together, whether that ’ s the quarter, the class, or the next ten .

3. Problem: You and your partners avoid discussing conflicting ideas or approaches

dispute can be a uncomfortable as it is inevitable. It can be unvoiced to face off with different opinions that may be based on different perspectives, facts, or backgrounds. It can besides be hard to respect another ’ s position while sticking to your own guns—and even harder to admit when another estimate may be better than your own .
“ Conflict is one of those words that gets a bad rap, ” says Buelow. “ It doesn ’ t have to adequate contentious. If there ’ s a shared definition of success, then there ’ s already a shared impale, something both parties can come back to as a part of common ground.

There ’ south benefit to trying to create a acculturation that knows how to manage battle, rather than avoid it. The destructiveness we frequently associate with battle is less about the differences and more about the silent build-up of latent hostility that proceeds it when people avoid the conversation. ”
When it ’ s done correct, conflict can be a vital depart of collaboration. But how do you prevent conflict from becoming battle ?

Tip: Constructive conflict can refine ideas and approaches, but that conflict has to be based on mutual respect

For starters, make sure each partner agrees on what you ’ re trying to accomplish, says Buelow, and on how you can each best facilitate healthy sermon .

  • Create a culture that encourages different perspectives, no matter where person is on the org graph .
  • Leave space for people who tend to put on the brakes or poke holes in things. “ It might feel frustrating in the moment, ” says Buelow, “ but they ’ re providing ballast that keeps a great-but-poorly-constructed idea from going excessively firm. ”
  • Accept failure or mistakes as region of the learn process .
  • Make it safe for people to speak up without fear of vengeance, being shut down, or being ignored .

“ Emphasize asking the mighty questions, preferably than having the correct answers, ” says Buelow. “ The importance of approaching disagreements from a sharpen of curiosity, rather than trying to convince person else of your appropriateness, can not be overstated. ”
She suggests you begin discussions with common ground, then asking what-when-how questions to explore differences, such as:

  • What brought you to that decision ?
  • What has been your by experience ?
  • How do you see this influence ?
  • What early ways can we look at this ?
  • When have you seen this approach path workplace ?

diverse opinions enhance creativity, initiation, and productiveness, so physique in conflict as part of the summons. By encouraging constructive conflict and rigorous discussion, you ’ ll be able to find a way advancing that you can agree on .

4. Problem: Your ideas are stale and your business is behind the curve in its market

You and your partners are concerned : the contest is outpacing you, and/or your business international relations and security network ’ triiodothyronine performing with its commercialize the way it should .
One potential problem is that you and your partners are trapped in a perspective bubble. Do you share the overall same expectation on things ? Are your backgrounds and perspective alike ? Are you relying excessively much on past experience and not looking closely adequate at how the market or your industry have changed ?
A position bubble can make it unvoiced to innovate or bring a fresh position to a new challenge. In change state, that can put your commercial enterprise at risk of getting dead and fail .

Tip: Bring in fresh voices and challenge each other’s perspectives—and your own

Getting modern perspectives can be challenging, even frightening, but diverse opinions can be necessity to gaining the agreement and perspective you and your partners need to break out of your bubble :

  • Have a change of scene. Get out of the position for lunch or a day. sometimes a fresh seat helps you understand at a site differently or see a solution you ’ d missed .
  • Ask questions . Ask your customers, employees, and anyone else who isn ’ t knee deep in the work you ’ ra doing .
  • Talk with a coach, mentor, or other advisors. Their inform ( yet outside ) position can help you and your partners explore newfangled ideas and guide you to solution and execution .

“ Recognize where you feel dependable and impregnable in your cognition. That ’ s the place that is most ripe for break, ” says Buelow. “ It ’ mho big to feel and be ‘ right, ’ but that doesn ’ thymine create the conditions for initiation or advancement. Taking regular opportunities to intentionally burst the ‘ curse of cognition ’ bubble is one room to invite fresh department of energy and perspectives into your work and challenge your assumptions. ”

5. Problem: Unrealistic expectations are killing innovation, performance, productivity, and profitability

Organizations need expectations and deadlines—but it ’ s easy to fall into a trap of setting arbitrary or unnecessarily besotted deadlines. If person in the organization is struggling, they may besides fear repercussions. In these situations, productiveness, invention, and profitableness suffer .
“ You as the leader can plow ahead and set high goals, but if that ’ sulfur at the expense of burning people out or making them abject, is it very worth it ? ” says Buelow. “ Don ’ thymine confuse setting unrealistic goals with being ‘ visionary ’ or providing an ‘ excite ’ work environment. ”

Tip: Foster an accountable yet supportive environment where everyone knows that they will get help when they are struggling

Make it clear that you, your partners, and your employees have each other ’ second backs and will do what is necessary to get people the right timelines and resources .
“ If you choose to be not just an owner, but a leader, then you ’ ll startle by creating realistic expectations for yourself and modeling that choice for others, ” says Buelow. “ There ’ sulfur constantly an opportunity to co-create expectations so that there ’ sulfur agreement on what can be accomplished and by when. Push people ’ s creativity and sense of possibility, absolutely, and know that they will keep up their energy and commitment to break through barriers if they feel seen, listen, valued, and respected along the way. ”
It ’ randomness besides important to acknowledge that you understand that sometimes the work is unvoiced and it ’ s unmanageable to get things done. Support your spouse ( and the rest of your team ) and encourage them. Celebrate when you meet your milestones. Be will to be postmark when things don ’ metric ton work out the means you hoped .
You ’ ll work hard for each other, and you ’ ll be far more likely to push the business forward .

Working together for mutual success

collaboration can be challenge, but it ’ s besides rewarding .
While tensions and mistakes will happen, any organization can collaborate constructively for its reciprocal success, says Buelow. “ It all comes back to having a clear up, shared definition of success and being uncoerced to communicate about it through open, honest dialogue. ”
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Anthony St. Clair

Anthony St. Clair

Anthony St. Clair is a business copywriter, author of the Rucksack Universe travel fantasy series, and a craft beer writer specializing in Oregon. Learn more at

Anthony St. Clair is a business copywriter, generator of the Rucksack Universe travel illusion series, and a craft beer writer specializing in Oregon. Learn more at

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