Free E Book - The 7 questions every partner should ask

The 7 questions every partner should ask Ian Dixon DIXON Partnering Solutions

iandixon.com.au

ACKNOWLEDGEMENTS We respectfully acknowledge the Traditional Owners of the land on which we live and work, and we pay our respects to the Elders past, present and emerging I would like to thank all those involved in developing this publication for their support, insightful comments and contributions to this E Book.

DISCLAIMER The material in this publication is of a general nature and is not intended to be professional advice to an individual or entity on a specific situation. While we always endeavour to provide accurate and timely information, we cannot guarantee that this information is accurate as at the date it is received or will continue to be into the future. You should seek your own professional advice on your specific situation.

a DIXON Partnering Solutions All rights reserved: no part of this publication may be reproduced, stored in a retrieval system, distributed, or transmitted, in any form or by any means (electronic, mechanical, photocopying, recording or otherwise) without prior written permission of DIXON Partnering Solutions.

Partnering isn’t easy! / 3

Table of Contents

Confusing Language / 4

Limited Partnering Capability / 4

Lack of Skills / 4

Differing Ways of Working / 4

Getting Buy In / 5

Question #1 – Are we ready to partner? / 6

What do we mean by partnering? / 6

Do we have the right mindset? / 6

Do we have the skills to partner? / 7

Do we have the capacity to partner? / 7

Do you have permission to partner? / 7

Question #2 – When should we partner? / 8

Assessing the risks and benefits? / 8

Is now the right time? / 9

Question #3 - What type of relationship do we want? / 10

The Partnering Continuum / 10

Relationship types / 11

Maximising value / 12

Question #4 – Do we know how to partner? / 13

The foundations for working together / 13

Critical components of partnering / 14

The partnering process / 15

The partnering process - video / 16

Common challenges at the start / 16

Question #5 – How do we get action? / 17

The ECOA Principle / 17

Taking the time / 17

Getting action – video / 18

Question #6 – How are we performing? / 19

Keeping on track / 19

Evaluation and review / 19

Conducting a health check – a case study / 21

Question #7 – Is it time to move on? / 23

Have we passed the ‘best before’ date? / 23

Options to consider / 23

Partnership life cycles / 24

So what’s next? / 25 About DIXON Partnering Solutions / 26 About the Author / 27 Contact Details / 27

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Partnering isn’t easy!

It can be hard enough to work within one organisation and break down the internal barriers that often divide and fragment organisations, let alone navigate the maze of dynamic and complex relationships that occur through a partnering process.

Especially when these can take place over several years and involve multiple organisations and sectors.

But asking the right question at the right time is the key to successful partnering.

In this E Book we explore ‘the 7 questions that every partner should ask’ and continue to ask as they engage in partnering with other organisations.

But first let’s look at some of the challenges in partnering.

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Confusing Language We see lots of confusion around partnering language, with a lack of clarity and consistency around terms such as ‘collaboration’, ‘alliancing’, ‘partnering’, ‘cross sector partnering’ and many others.

In fact, the word ‘partnering’ has become so generic and is often interpreted so differently that it is does little more than give a general idea that it involves some form of relationship with another sector, organisation or individual.

This lack of clarity around defining the different types of partnering relationships and how they can be used in different circumstances often leads to misunderstandings, unrealistic expectations and loss of potential. In some cases, partnerships may be seen as just a different way of allocating funds to projects or initiatives. In other situations, they may focus on solving a complex challenge that no one partner can solve by themselves. Two vastly different propositions that can operate quite differently in practice.

Limited Partnering Capability While many organisations espouse their partnering credentials very few have had the internal conversations that are needed to gain clarity around this subject. This leads to little understanding of just what partnering means to the organisation, how it should be used and what type of partnering should be entered into at what time.

When combined with bureaucratic structures, old systems and the tendency for organisations to fragment and create endless ‘silos’, this actively works against collaboration and effective partnering.

Lack of Skills There is an assumption that working beyond the boundaries of your own organisation and/or sector is easy, and that people should just be able to ‘partner’. What we see in practice, is that partnering and specifically cross sector partnering can be challenging.

It often involves an extremely complex set of relationships that require considerable understanding and skill in brokering between partners to achieve outcomes. In fact, it requires a specific skill set that is becoming increasingly recognised internationally as a prerequisite for effective partnering.

Differing Ways of Working Once we go beyond the boundaries of our organisation we are in unchartered waters – different cultures, practices, policies and ways of doing business. Often, we find when organisations come together, they want to continue to use their own operating systems, processes and procedures. This can result in constant tension and conflict as one partner tries to impose their way of working on the other partner.

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Getting Buy In Partnering is a vehicle for change. But as in any change process the challenge is how to take the outcomes or actions from a partnering project or initiative and embed them across a wider region or system. Partner representatives can work hard to build and maintain relationships and co-develop innovative solutions to a common challenge or agenda, but this can amount to nothing if they do not have sufficient buyin from within their host organisations.

Building and maintaining a consistent level of internal buy in across all partners as the partnering process is created, developed and sustained is not easy.

Participants in our training courses over the last 10 years have universally agreed that getting and maintaining internal buyin is one of their biggest challenges in partnering.

It’s like trying to bring together partners of varying sizes, structures and behaviours and getting them all heading in the same direction towards a common objective or purpose!

So if these are some of the challenges of partnering, what are the questions you should be asking to address them?

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Q1

Are we ready to partner?

What do we mean by partnering?

Do we have the right mindset?

Partnering is common language within many organisations

The way you ‘think’ about working with other individuals,

across all sectors. However, in our experience very few have

organisations and sectors is crucial to developing the right

had conversations about ‘what partnering’ really means for

foundation of relationships that will enable the creative and

their organisation and ‘how’ they should go about it.

innovative solutions you are seeking.

It’s like jumping into a major construction project without

You need a different mindset that involves:

doing any planning about what you want to build or how

•

you are going to do it!

> Looking outside your own organisation for opportunities to collaborate and partner

• Partnering is a very general term which can mean many

•

things to many people. In fact, it has become so generalised that it has almost become meaningless.

> Developing an understanding and level of confidence in working with complex systems

• •

> Keeping an open mind and not jumping to

Add to this that everyone comes to a partnering situation

•

solutions too early

from different experiences and often have widely varying

•

expectations and understanding of just what partnering is

•

> Co-creating and co-designing solutions together

in their context.

•

with others

• Getting an agreed understanding of what partnering is

•

for your organisation and what you expect to gain from it should be a crucial first step in preparing to partner.

> Being open, honest and transparent in all your communications

• •

> Letting go of your own priorities and creating freedom to explore shared priorities and objectives

• •

> Valuing diversity as a catalyst for change, and

• •

> Being prepared to have the tough conversations and take risks.

• Having the right mindset around partnering is so fundamental that without it we will keep doing what we have always done; unintentionally (or intentionally) undermining efforts to do things in new ways and achieve elusive outcomes, transformational change or innovation.

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Do we have the skills to partner?

As partnering continues to evolve and develop there is also growing acceptance that it is not easy. It requires a new skillset; one which enables partners to navigate the complexities of working with issues and with others in new ways. Working beyond the boundaries of your own organisation provides some wonderful opportunities but many challenges.

Balancing the demands of your organisation with those of your partners requires another level of understanding and sophistication.

It takes considerable knowledge, skill and experience to be able to engage effectively with others; build commitment and

Do you have permission to partner?

develop shared ownership through the partnering process;

Inherent in any partnering process is your ability to think

and focus on the complex issue at hand and the change goal

collaboratively and be willing to explore opportunities for

at the forefront.

working together.

There is no doubt that partnering skills will become a ‘must

In some cases, you may find this extremely challenging,

have’ skillset in the future as more and more individuals

sometimes due to other’s mindsets or to the lack of

and organisations realise that these skills will be critical to

support from your parent organisation.

achieving maximum impact from partnering initiatives.

Partnering is subtle and takes good judgement that is usually

In organisations you can experience what we call ‘vertical

developed over the course of experience in many partnering

drivers’, those that encourage you to conform to a hierarchy

relationships.

and undertake activities solely for your organisation, and ‘horizontal drivers’, those that encourage you to work

Fortunately, it is becoming easier to compress this learning

across agencies and organisations in a collaborative

and gain these skills through our Partnering Essentials skills

manner.

development courses.

Unless you have strong horizontal drivers at all levels of Do we have the capacity to partner?

the partner organisations, that give everyone involved

Any partnering process will take an investment of time and

‘permission to partner’, then results will not be achieved.

resources.

You need to be empowered to partner - to have the full support and freedom to operate within the partnership

We often find that a partner’s ‘capacity’ or their ability to

and not be restricted or overly controlled by your host

commit time and resources to a partnering initiative can vary

organisation.

considerably. When first exploring a partnering opportunity, it is likely that everyone involved is committed to other projects

To do this you need enough buy-in from key parts of your

and activities. So how do you find the time to partner?

organisation at the start of any partnering process. This can then be built on progressively as the partnership is

As the partnering process develops there needs to be enough

created and developed.

commitment achieved that ensures the partnering becomes part of ‘core business’. And to do this, other activities may

This allows representatives involved in partnering

need to be deferred or stopped.

discussions to have the freedom to fully participate in the partnering process and to truly create and innovate.

Undertaking some thorough internal assessment of how ready you are to partner will help you get off to a good start and ensure you maximise the outcomes from any partnering initiative you enter.

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Q2

When should we partner?

There can be many and varied reasons for needing to

Assessing the risks and benefits?

work in partnership with other organisations.

While the challenges for partnering are many and varied, there can be significant benefits, such as:

•

You may have:

•

> A tough, complex or non-routine problem and need

•

other skills and resources to help create a solution

•

• •

• > To engage and partner with a community

•

organisation to achieve a ‘social licence to operate’

•

and reduce risk to your organisation?

• •

> Enabling more creative and innovative solutions > Allowing greater integration of broader economic, social and environmental objectives

• > To partner along your supply chain to develop more

•

strategic relationships and grow your business?

• •

> Bringing in more resources and capacity

> Developing the skills and capacity of individual partners, and

• > Partnering as a condition of some funding stream

•

> Reaching across a broader area or region

where you need to deliver programs and services

•

with other organisations?g is

Weighed against this can be some of the risks, such as the

•

time and effort required, the possible loss of autonomy,

These are just a few of the reasons that you may want to

the impact on an organisation’s reputation and the overall

partner. But whatever the reason you need to be very clear

challenges of working with many groups and people involved.

on - why you want to partner and not do it yourself.

In any decision to move forward there needs to be a positive benefit or ‘value proposition’ for all partners as well as

Risk

the overall partnership. If we are going to embark on the partnering route, how can we be sure that we will be able to maximise the benefits while reducing the risks?

Benefit

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Is now the right time?

If it all looks positive, another key factor is considering the external landscape around the proposed partnering. By this we mean what is happening within the external environment that could impact on any proposed partnering process.

The types of external factors that could limit or even completely undermine any partnering approach could be: •

> Possible restructuring within one of the potential partners or even your own organisation

• •

> Political elections which could result in changes in policy by governments

• •

> New CEOs or senior executives who may change the strategic direction of one of the potential partner organisations

• •

> External stakeholders that could influence the outcomes of any partnering in a negative way

•

This list is by no means exhaustive, and it reinforces the need for anyone considering entering a partnering arrangement to do their homework first and consider all the potential risks and benefits before leaping in headfirst.

Reading the Landscape

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Q3

What type of relationship do we want?

When we look at the language around partnering, we

The Partnering Continuum

see many definitions, all with slight variations around a

One way to look at this is by using a Partnering Continuum

theme of establishing a long-term relationship based on

that shows the different nature and types of partnering

a common purpose; with mutual trust and respect, where

relationships across the full spectrum. While there are a

risks and rewards are shared.

multitude of relationship types, we have adapted this simple continuum based on earlier work by James Austin 1

This might be the ideal situation, however, what we see in practice is quite different.

There are in fact a multitude of different types of partnering relationships in operation around the world all tailored to

Nature of Relationship

their context.

However, if we unpack these relationships, we start to get a clearer picture around the potential value creation that can be achieved.

For example, we see partnerships that range from

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sponsorships or donor-recipient type relationships at one end of the spectrum, to highly integrated relationships at the other end.

Looking at how these relationships differ will clarify which type of partnering you need to engage in and what added value you may achieve.

TIP: Try plotting your partnering relationships on the above continuum and see if you would like them to change.

1. The Collaboration Challenge: How Non-profit’s and Businesses Succeed Through Strategic Alliances: James E Austin (2000)

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Relationship types •

Level 1: Sponsorship

•

A donor–recipient model in which one of the partners makes contributions to the other. Usually, a one-way relationship in which both parties may see benefits but with few exchanges and generally low risk. We refer to this as a ‘vertical’ type relationship as there is a dominant partner.

• •

Level 2: Transaction

•

An exchange between parties that may involve people, time and resources as well as money. A two-way relationship requiring more planning and time but potentially delivering greater strategic value. This type of relationship still tends to be ‘diagonal’ in nature as there is still a dominant partner directing the other partner(s).

• •

Level 3: Integration

•

Where partners co-create and co-design solutions around shared goals or a common issue. The partners enhance one another’s capacity, participate actively and have high levels of trust. We refer to this as a ‘horizontal’ type relationship as the partners are working side by side. This form of partnering is where innovation and transformational change takes place.

• Inevitably Level 1 and Level 2 type relationships result in some form of contractual arrangement that documents the relationship and imposes certain obligations on one of the ‘partners’- they are in effect both transactional in nature.

However, in Level 3 this is not the case. The potential partners come together around a common issue, challenge or opportunity and create the solution together.

This is a fundamentally different type of relationship that gives the opportunity to create and develop new solutions that were not previously thought possible. It is important to note that partnering relationships can also be dynamic and may change over time, moving from Level 1 towards Level 3 or in reverse depending on the context at that time.

While all these types of partnering relationships are valid and may be appropriate in given circumstances, the key is to be able to distinguish which level of partnering is required for a particular situation and ensure that this meets the expectations of other potential partners. There is no right or wrong about the type of relationship, it’s more important that all partners agree where they are on the continuum.

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Maximising value Level 3 relationships offer the greatest opportunity to develop added value.

By bringing together individuals and organisations from different sectors you can unlock the diversity of thinking and different skill sets to enable people to work in new ways and to solve problems and challenges not previously thought possible.

It is this type of partnering relationship where transformational change is most likely to occur.

This is where we have the potential to gain what Austin describes as ‘Synergistic Value’, "... where combining partners resources enables them to accomplish more together than they could have separately".

A simple depiction of these types of relationships and value derived is shown below:

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The Value Equation

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Q4

Do we know how to partner?

Much of the partnering taking place today is often a reactive

The foundations for working together

or ad hoc process. It can start in many ways; ranging from a

Developing a clear set of principles that underpin your

personal relationship, an urgent need to do something where

partnering relationship is a critical first step in building a

you haven’t all the resources or a need to partner to deliver a

strong foundation for success.

program or series of projects.

These principles should be the anchor that you come back One thing we do know is that every partnering situation will

to throughout a partnering process to ensure that your

be different. Partnerships are context specific and may have

relationships are working effectively, and the partnership is

different organisations and people involved at different times

delivering.

in the process.

The partners themselves are best qualified to determine While partnering can evolve in different ways there are some

the specific ways, in which you all want to participate,

distinct stages that every partnership goes through. For this

engage and relate with one another. Creating clarity

reason, it is possible for partners to be proactive and co-

and understanding will be invaluable as you build your

design the partnering process together.

relationships and start to work together.

•

To do so they need some clear frameworks and tools to help

Three fundamental principles that we see recurring time

them navigate this journey.

and time again, are: equity, transparency and mutual benefit 2, where each is described as follows: •

Equity - where this implies an equal right to be at the table, and a recognition that contributions to the partnership can be in different forms

• •

Transparency - where all relationships are based on openness and honesty, and where people will be truly accountable

• •

Mutual Benefit - where all partners can achieve specific benefits over and above the common benefits to all

Princip

les

• When all the partners develop and agree their principles for operating this will form the basis for how all people involved in the partnership will work together.

2. The Partnering Toolbook: Ros Tennyson (2007)

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Critical components of partnering Partnering can seem like navigating your way through a maze.

With so many possible paths and relationships to negotiate, both internal and external, it’s easy to find yourself taking a wrong turn and having to double back.

Because each partnership is unique, no one can draw you a map. We can, however, give you a set of tools to plot your course.

Our Partnering Framework is one such tool and identifies three critical components that you must pay attention to throughout your partnering, namely: purpose, people and process.

• • • •

Critical Components of Partnering

•

Purpose

• • • • • • • • •

People

Process

• • •

PURPOSE - WHAT is the aim of the partnering?

•

Developing and agreeing a clear purpose for a partnership ensures that all partners have shared expectations of what the partnership will deliver.

•

Navigating through a maze

•

PEOPLE - WHO needs to be involved?

•

Are the right organisations and people at the partnering table?

• •

PROCESS - HOW are we going to do it?

•

Designing the partnering process is often overlooked including having a clear set of procedures and protocols in place.

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The partnering process Based on our experience we have developed a simple partnering framework known as the DIXON Partnering Process which identifies three distinct stages in the partnering process: Creating, Developing and Sustaining.

At each stage of the process there are different activities that need to be undertaken and these lead to different questions that need to be addressed.

•

Creating – this stage is all about what you are doing and who will be involved.

•

The most crucial aspect of this ‘Creating’ stage is that each of the potential partners work together to design a partnership framework that clarifies what the partnership is about and how the partners will work together. One of the key outcomes of this stage is that all the key organisations and people are engaged in the partnering process and there is common agreement to move forward.

• •

Developing – is all about how you are going to do it.

•

Now is the time to document how you will manage the partnership, what procedures and protocols do you need in place to support the partnering. Developing internal and external communication processes, including how the partnership will be represented.

• •

Sustaining – is all about where you are headed and how you are going.

•

Once you have created a partnership and then developed it so that it is functioning effectively and starting to deliver some outputs, the next challenge is to sustain it so that it reaches its full potential and delivers the expected overall outcome. It’s at this stage that all partners need to take ownership of the partnership and ensure it delivers.

Partners must be accountable and take responsibility for maintaining momentum and continuing to drive the process.

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The partnering process - video

Common challenges at the start When potential partners start discussions, you must remember that everyone comes to the table with differing experiences of partnering and may have vastly different expectations about what can be delivered.

Getting everyone to the starting line together is crucial so you that can all move through the process together.

The tendency can often be to jump ahead to the developing stage and start doing things before establishing the foundation of relationships and trust required to build a strong partnership.

TIP: Time spent in the Creating Stage of partnering pays dividends in the long term.

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Q5

How do we get action?

We call this simple formula the ECOA principle and is an essential part of a successful partnering process.

Often, at the beginning of a partnership, one partner is more enthusiastic than the others and may be driving the initiative. Moving successfully from one partner leading through to all partners having shared ownership requires sufficient time at each stage. This is to ensure

As you progress through the three stages of partnering, the

that all partners have a clear understanding and are

level of participation of each of the partners should progress

equally invested in the initiative. It is also important to

as well: from interest and allegiance toward ownership. It is

understand what is meant by these terms and how we

when we have this shared ownership that we believe you will

know when we have achieved each level.

truly get action for all partners and maximise the outcomes

•

from the partnering initiative.

Taking the time The challenge is to move the partners from engagement to commitment and then to shared ownership of the partnering initiative as you work through each stage of

The ECOA Principle

the partnering process.

•

Partnership

•

This may require you to spend far more time in the early

•

stages to ensure that the fundamentals are right before

•

moving on too quickly.

•

Engagement – interested and Engagement

•

participating or considering

participation.

all the partners and clear agreements on how to move

forward are essential. If concerns are raised, they need

– participating and Commitment + Commitment

•

•

can be relied upon for contributions

where they are likely to fester and come back to bite all

of time and resources (to a point).

the partners at a later stage of the process.

– takes leadership Ownership + Ownership

Overall, a step-by-step approach will ensure that the

and initiative. Has a vested interest

partners progress together and everyone is brought

in success. Makes significant

along at the same time.

contributions of time, energy

and resources.

•

Action – achieving the results and = Action

•

•

to be addressed, not pushed aside as ‘undiscussables’,

•

•

Ensuring that there are clear understandings between

impacts you are seeking for

the partnering.

•

Outcome

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In this way you will have a far better chance of success than blindly rushing in or trying to short cut the process.

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Getting action – video

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Q6

How are we performing?

Keeping on track

Evaluation and review

Given the time that these partnering processes can take, the changing faces at the table and external pressures and changes, keeping on track toward the ultimate purpose can be a massive challenge.

When bringing in new people, reinforcing the purpose for the partnership is paramount.

If this doesn’t happen and new people enter with different ideas of where the partnership should be heading, there is

"Those who cannot remember the past are condemned to repeat it" George Santayana, The Life of Reason: Reason in Common Sense, 1905

a danger of ‘purpose drift’, where the initiative heads in a different direction to that originally proposed.

This may not be a problem if all partners agree with the new direction. If they don’t it can cause major tensions between

Learning from both success and failure is essential if we

partners and impact on the outcomes.

want to change anything in the world. As Steven Covey says in The Seven Habits of Highly Effective People, "We need to

So how can you manage the partnering process given all the

take time to sharpen the saw."

potential changes along the journey and ensure that your partnership stays on track?

Reflection and purposeful evaluation, while theoretically recognised as important, is unfortunately too often overlooked in every sector, from business to education and government.

In a partnering context reflection and evaluation is even more important as it becomes a tool for developing a shared understanding about how to work together moving forward based on what has already happened.

Any exercise in evaluation requires a willingness to explore honestly and to acknowledge both the actions and the lack of actions that have contributed to levels of success and failure.

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There are two elements that need to be examined: • Evaluation - looks at the impact of the partnership.

•

> What is the value-add of working together as opposed to pursuing the goal individually?

• •

> Is the purpose for which the partners set out on this partnering journey being achieved?

• Review - examines the effectiveness of the partners’ collaboration.

•

> Reviews of how the partners are working together are of most value if they are included as regular checkpoints in the schedule of milestones. Even if there is little

•

evidence of conflict, it’s always a good idea to make time to ask questions and undertake a ‘health check’

•

Evaluate & Review

of the partnering relationship.

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Conducting a health check – a case study

OZ Minerals and the Kokatha Aboriginal Community (KAC) Overview OZ Minerals and the Kokatha Aboriginal Community (KAC) signed a partnering agreement in 2016 followed by a Native Title Mining Agreement (NTMA) in 2017. Conducting partnering health checks on their partnership has been a regular activity since the agreements were first signed.

Partnering for Shared Value Part of these agreements required the establishment of a Partnering Management Committee to oversee the partnering process between the two partners.

Objective In this case the partners were very clear that the objective of the Partnering Agreement was not just to make a deal; it was about setting things up for each party to work together on a shared vision, allowing each party to realise its own goal for the long-term future.

As part of the agreement-making processes, KAC and OZ Minerals set about determining how the relationship would work in practice: > What would be needed by way of resourcing? > How might shared value be achieved?

And most importantly: > What would each party bring to the relationship? > How could the relationship be managed into the future? > How could it be sustainable with many changes in personnel over time?

Outcome The outcomes of these discussions became embedded in the Native Title Mining Agreement (NTMA) and have set the foundation for how the organisations will work together, as well as expedited underground development work. A key element of trust building in the relationship was the establishment of the Partnering Management Committee (PMC) to oversee the implementation and operationalisation of the agreements and monitor progress against key milestones.

The PMC meets every quarter to make decisions and is a conduit for broader communication and helps to seek out mutual and shared value opportunities and resolve any differences between the two parties. While the PMC undertakes quarterly reviews, this is mainly around operational performance. In 2018, it was agreed that there was a need to have a more thorough ‘health check’ involving leaders of both organisations on just how the relationship was working.

In October 2018, 12 months after the signing of the NTMA, OZ Minerals and KAC executive teams met to review progress against elements of the agreements. This ‘health check’ workshop was held on site at Carrapateena, in northern South Australia, involving the same KAC and OZ Minerals leaders who had been involved in developing the agreements and it was independently facilitated. Importantly, the workshop also included new people to both organisations who would be responsible for implementing specific actions related to the agreements.

Conclusion The workshop enabled both parties to take a step back and to assess how the relationship was working in practice and whether they were doing what they said they would in the Partnering Agreement. It was highly successful in bringing everyone back together to revisit alignment of values and knowledge, show what was working, and where there were opportunities for improvement.

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This is a great example of how review workshops can be utilised as a ‘health check’ on a partnering process and enable revisiting of the early agreements between partners.

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Q7

Is it time to move on?

Have we passed the ‘best before’ date?

Options to consider

Partnering initiatives, can last for months, years – sometimes

When the partnering is no longer working in its current

decades. At some point the partners will have cause to

form it’s time to look at other options. These could be:

question how much longer the partnership should continue or whether it is time to move on.

•

Some partners may be continuing to meet and propping up an

•

initiative that has long outgrown its use. Triggers such as the

•

> Continue in the same direction (but ensuring it delivers results)

decline of a funding source or a strategic review can instigate

> Formalise a new entity from the successful initiative (to continue the work, but relieve the burden on the

a critical review of your partnering.

original organisations) •

Even very successful partnerships that have delivered

•

outstanding results should be evaluated in terms of their value to all the partners in the longer term.

> Reinvent the partnership with new goals or focus (toward a new purpose)

• •

> Continue the partnership with some refreshed

Whatever the catalyst for reconsidering the partnership it is

milestones and actions (toward the original

important to recognise when to move on and take the right

purpose)

approach to doing so.

• •

A major factor in this decision will be the impact the partnering is achieving. Has it delivered on the original purpose? Does it need to change direction or be reinvented?

Has there been some external change that has impacted on the ability to continue the partnering?

There can be a tendency for partnering processes to drift and end up in very messy endings.

By this stage the partners should have enough trust to be able to have open and honest discussions about just where their partnership is going.

> Wind up the partnership (and celebrate success or reflect on what didn’t work)

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Partnership life cycles It can be useful to consider partnering as having a life cycle.

As partnerships move into the Sustaining Stage, they reach maturity as shown in the diagram below. Knowing where your partnership is on this life cycle and when to readjust requires stepping back and acknowledging any changes that need to occur.

Partnering Life Stages Reinvent

Outcomes

New Institution Exit

Creating

Developing

Sustaining

Stage  DIXON Partnering Solutions

It is far better to finish a partnering arrangement cleanly and decisively so that relationships remain intact, than let it drift and possibly damage reputations and goodwill among the partners.

Once you have determined where you are on the life cycle, the question to ask is how to manage the transition? Especially as partnering processes are dynamic and continually evolving.

Being proactive, as well as discussing and agreeing the strategies and actions that need to be in place will be crucial.

•

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DIXON Partnering Solutions

So what’s next?

One of the key success factors for successful partnering is to ask the right questions at the right time.

The 7 questions outlined in this E-Book are fundamental questions that every partner should ask and continue to ask as they engage in partnering with other organisations.

So how did you go? Do you feel confident that you can partner

We hope you’ve enjoyed this E Book and we wish you every success with your partnering work into the future.

•

the way to approach partners and partnering, then

and be successful?

If you are looking for more, all these questions form part of our Partnering by Design methodology which helps clients

If you still have questions and are uncertain about we are only a phone call or email away.

• •

Contact us via link below – Let’s Chat

to compress the learning process and develop a mature approach to partnering that would otherwise take years in the school of hard knocks.

Frameworks, checklists, examples, narratives and role play simulations bring out key practices highlighted through three decades of experience gained in a myriad of different roles in partnering arrangements.

The Partnering by Design methodology forms the basis for our face to face and online partnering courses and you can find out further details by visiting our Partnering Essentials website or for our online courses our Partnering Essentials Online Academy.

C O N TA C T U S

DIXON Partnering Solutions

About DIXON Partnering Solutions

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To do this we work with partners in three ways: •

Brokering Solutions – ‘in the middle’

•

We broker solutions by independent

chairing and facilitation of

partnering discussions, coaching

and mentoring, and undertaking

regular ‘partnering health checks.

•

•

We help partners solve tough problems, become strong partners and gain skills in ‘how to partner’.

•

Building Capability – ‘side by side’

•

We work side by side with

organisations to develop their

essential knowledge and skills in

‘how to partner’ through educating,

•

coaching and mentoring.

• •

Partnering Training – ‘one on one’

•

Our Partnering Essentials training

courses are designed to deliver

proven, practical skills that will

equip you to partner simply, quickly

and effectively and are available

Face to Face or , Online

•

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DIXON Partnering Solutions

About the Author

Ian Dixon Principal DIXON Partnering Solutions B Tech C Eng., FIEAust, FAICD, Internationally Accredited Partnership Broker As an internationally recognised thought leader in the cross sector partnering space, Ian’s work lives at the crux of transformational change.

Contact Details

Ian is often called upon to take on tough, intractable issues and to act as a ‘troubleshooter’ in complex environments involving many stakeholders.

Obsessed with tackling high-impact partnering initiatives, he’s built an inimitable reputation throughout the AsiaPacific region as the strategic advisor, executive mentor and independent mediator of choice for many corporate, government and NFP organisations.

Since 1999, Ian’s programs have built the partnering capability of countless individuals, organisations and sectors, empowering a new breed of collaborative leader, fit for the future of work.

Ian’s uncanny ability to ‘bridge the divide’ between business, government, education and community has earned him strong

If you would like to know more, please check out our websites: DIXON Partnering Solutions www.iandixon.com.au Partnering Essentials www.partneringessentials.com Partnering Essentials Online Academy https://onlineacademy.partneringessentials.com/

C O N TA C T U S

ties with international organisations such as The Partnering Initiative and the Partnership Brokers Association, both based in the UK. But it’s his work at home, particularly with indigenous communities throughout Australia that defines his legacy.

Address: Level 2, 70 Hindmarsh Square, ADELAIDE SA 5000 Phone contact: +61 8 7087 2197 Email: info@iandixon.com.au

iandixon.com.au