Partnership

Whom Do You Trust?

Thu, 29 Oct 2009 10:00:00 GMT

In a good collaboration, 58% of partners strongly agree that they trust each other. Trust is indeed essential in partnerships, as every partner needs to be able to depend on his counterpart for the collaboration to achieve excellence, say the authors of Power of 2.

No Fair!

Thu, 01 Oct 2009 10:00:00 GMT

Your partnership won’t succeed unless both of you believe it is fair, say the authors of the new book Power of 2. Even if you have no formal authority over the pay, promotion, or recognition of your collaborator, you should make sure he feels good about the arrangement.

A Partnership’s Foundation: The Common Mission

Tue, 01 Sep 2009 16:30:00 GMT

Although a shared mission is essential, maybe even obvious, the lack of this basic concurrence is where many pairs fail. Only one in four people in poor partnerships agree they have a common goal or purpose with the other person, write the authors of Power of 2.

Why Partners Need Complementary Strengths

Thu, 13 Aug 2009 10:00:00 GMT

The best partnerships happen when you and someone who has strengths that complement yours join forces, say the authors of Power of 2. Your strengths cancel out your partner’s weaknesses, and vice versa. You accomplish together what could not be done separately.

The Power of Two

Thu, 13 Nov 2008 00:00:00 GMT

You are built for collaborating and for forming productive and meaningful partnerships. You actually acquired this trait from your ancestors. But chances are, you’re not making the most of your many opportunities to partner more effectively at work.

Who Needs a Palin or a Biden?

Thu, 09 Oct 2008 10:00:00 GMT

So Barack Obama chose Joe Biden as his VP nominee, and John McCain picked Sarah Palin to be his running mate. Big deal. Why should executives care? Well, studying these tickets (and others) reveals many do’s and don’ts for your own business partnerships.

Debunking Strengths Myth #1

Thu, 11 Oct 2007 00:00:00 GMT

Does adopting a strengths-based approach mean you can ignore your weaknesses? No, says an expert in strengths management. He explains why in this, the first of several articles that will debunk commonly accepted myths about people's talents and strengths and how they are applied at work and in life.

The Talent to Deal With Conflict

Thu, 14 Apr 2005 00:00:00 GMT

Conflict is an unavoidable part of business. But it doesn't have to be too daunting. Here's how to leverage your innate talents to handle inevitable confrontations and arguments.

Getting Personal

Mon, 12 Nov 2001 00:00:00 GMT

It's difficult to create meaningful partnerships until we get past the superficial and begin to relate as unique individuals. It can take time to establish the level of understanding necessary for collaboration -- if it happens at all. Here are some strategies for using the language of strengths to move from relationships to partnerships.

Building a Team With Talent

Mon, 17 Sep 2001 00:00:00 GMT

In sports it's often called chemistry: that blend of talent that makes a team able to accomplish the impossible. It's a balance that all managers want, whether they're coaching a baseball team, or leading a business initiative. Here are some strengths-based strategies for putting together a team that's more than the sum of its parts.