Ecclesiastes 4:9-10 (Holy Bible, KJV), tells us “Two are better than one because they have a good reward for their labor. For if they fall, the one will lift up his fellow: but woe to him that is alone when he falleth; for he hath not another to help him up.”

The importance of partnering is not new wisdom and in today’s highly interconnected and intricate world we are far more connected than we choose to realize. Particularly in the realm of business, partnerships are important and essential to success, especially in times when the market environment is tough and formidable – it is good to know there is a partner to help with recovery and ‘getting back up’ after a fall.

Partnerships have the potential to increase leadership impacts exponentially and synergize the best of two entities making the total greater than the sum of its parts. Hunter et. al. (2012) tells us that specifically in areas where innovation is key, a ‘leadership duo’ is a better fit than a lone leader. Their premise being, that the creative (vision/ideation/conception) and management (execution/ planning/ organizing/ executing) expertise seldom reside in one individual. Brilliant leaders are typically far more one than they are the other so it is difficult to bridge that gap – in terms of concept and even more challenging from a work load perspective.

Two heads are better than one does not always hold true in every partnering but there are things partners can do to ensure a highly beneficial coupling. Three observed indicators for success in a ‘leadership dyad’ are – first and foremost, the project is at the center of the relationship. All decisions and approaches must ultimately be accepted or rejected based on their benefit or risk to the project (Hunter et. al., 2012).

Second, it must be understood that the partnership is of equals. Geniune mutual respect and appreciation for the other’s skills, commitment and contributions is required. In the partnership between Steve Jobs and Tim Cook, Steve Jobs was the expert out in front sharing ideas and delivering the perfect pitch. However, many argue that he would not have been nearly as successful if Tim Cook had not been the details and organizing expert- supporting, coordinating; overseeing logistics, marketing, management, administration, etc. (Hunter et. al., 2012)

Above all, for any good partnership to endure and sustain success, communication is key. All members of the partnership must be able to clearly articulate vision, inviting the entire organization to support a worthwhile endeavor. Denning(2007) notes that when an activity is pursued for its own sake and not for some internal or external benefit such as money, prestige, power or ‘winning’, this inherent worth bestowed upon the activity increases the likelihood it will be enduring. Partners must carry themselves and handle their duties in ways that will garner and maintain trust. They need to be able to turn off technical and jargon speak and communicate with simplicity while staying on message (Hackman and Johnson, 2009).

Numerous research studies and professional literature suggest that in complex environments of novelty and disruption, variety in perspective, experience and talent can result in more valuable information being offered and applied the issue (Durst & Ziegert, 2012). In Corinthians 1:10, Paul makes a case for partnering “I appeal to you, brothers, by the name of our Lord Jesus Christ, that all of you agree, and that there be no divisions among you, but that you be united in the same mind and the same judgment.”(Holy Bible, KJV)

In conclusion, find a good partner, put the project at the center, synergize the strengths of the partners and be amazed by the outcomes.

References:

Denning, S. (2007). The Secret Language of Leadership: How Leaders Inspire
Action Through Narrative.San Francisco, CA: Jossey-Bass.

Dust, H. and Ziegert, J.C. (2012). When and How Are Multiple Leaders Most
Effective. It’s Complex. Industrial and Organizational Psychology:
Perspectives on Science and Practice. (5) 4. 421-424.

Hackman, M. Z. & Johnson, C. E. (2009). Leadership: A Communication
Perspective (5th ed.). Long Grove, IL: Waveland Press.

Hunter, S.T., Cushenbury, L., Fairchild, J.(2012). Partnerships In
Leading for Innovation: A didactic model of collective leadership.
Industrial and Organizational Psychology. Industrial and Organizational
Psychology: Perspectives on Science and Practice. (5) 4. 424- 428.