One of the biggest objections to creating or joining partnerships is that they make things more complex, involving more ‘red tape’, rules and policies.
Successful partnerships require clarification of roles, responsibilities, rules, policies and objectives. They actually force leaders to be more accountable and transparent in areas where they might usually fly beneath the radar. This doesn’t make partnerships more complex than doing things independently.
Partnerships are a catalyst to put some of these organizational practices into place – probably something that should be standard practice in organizations, but often isn’t.
So do partnerships make things more complex?
Let me qualify this myth. Partnerships make simple processes more complex because they demand these processes to be transparent. Transparency holds leaders accountable, which may cause a level of discomfort in managing the tedious (but necessary) aspects of business.
The complexity of a partnership might be amplifying organizational inadequacies that pre-existed the partnership.
But partnerships are necessary to overcome complex challenges. They are a special tool that you can use to make the complex challenges easier (‘many hands make light work’).
- Is a partnership required to meet the objectives? Or is there a more efficient and effective structure needed?
- Are you blaming the partnership for augmenting pre-existing deficiencies in organizational practices?
©2016 Enette Pauzé & Level 8 Leadership Institute. All rights reserved
- Posted by Enette Pauzé
- On July 21, 2016