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.

The most pressing global leadership issue facing our world today is the lack of concern for grooming and growing the next generation of leaders.

In Thinking In Time (1986), the authors share a story relayed by John Hilldring based on a conversation held with George Marshall during World War II. Hilldring reported that while in the midst of a long day engaged in strategic battle operations, Marshall called him in and mentored him regarding leadership and the future of the nation and its military. Hilldring would later note how odd it was that during such intense operational his boss would take that time out to advise and mentor him about the future.

As leaders, there is always something urgent, pressuring, requiring our immediate attention. However, we must be mindful to ensure our next generations of leaders benefit from our experiences and lessons learned along the way. Leaders must be mindful of how our day-to-day decisions have long term consequences. The futures of our organizations are the result of the things we chose and chose not to do every day. We must constantly assess our environment, identify what could cause an issue and do everything possible to mitigate or remove those obstacles which threaten the future of our organizations and teams.

Johnson(2009) notes that leadership which cultivates the next generation of leaders is an apostolic gift. This person is the fire starter who digs in the trench, creating something from nothing and then moves on to something else leaving the people fully trained and able to carry on the work themselves. I believe this person plants the seeds of success in other people by showering them with information, resources, sharing networks, best practices, etc. These leaders let members ‘shadow’ them to see and not just have explained how the work of the day gets done.

Lastly, as leaders we should be cautioned not to just ‘clone’ ourselves. Northouse (2012) warns against leaders’ tendencies towards homo-social reproduction. People tend to have the best opinions and biases towards people most similar to them. He notes this is often creates a disadvantage for minorities and women and often extends to religious, ethnicity and sexual orientation (pp.359-363).

References:

Johnson, D. (2009). Spirit driven success. Shippensburg, PA: Destiny Image Publishers.
Neustadt, R., & May, E. (1986). Thinking in time: The uses of history for decision makers. New York, NY: The Free Press.
Managing the future: Foresight in the knowledge economy. (2004). T. Haridimos & J. Shepherd (Eds.), London: Blackwell Publishing.
Northouse, P. (2012). Leadership: Theory and practice. (6 ed.). Thousand Oaks, California: Sage Publishing.

My philosophy on leadership and communication is that they are inextricably linked. One can not exist without the other. Having served 18 years in the Navy, as both an Entry level E-1 enlisted to my current rank of field grade officer, O-4, I am a firm believer in leadership being based on the consent of the follower. Unless the leader can compell followers to follow them they can achieve nothing. Leadership is not something gained through the assignment or through receipt of a title. It is based on the relationship of trust -which is superficial at first – most followers will give you the benefit of the doubt figuring that it will be interesting at the least and actually beneficial and productive at its very best. But with each step forward, each interaction and with each decision point the true character and intentions of the leader is reveiled. These decision points and actions will prove to either endear or diminish the leader’s standing in the eyes of their subordinates.

Proverbs 18:21 states, “Life and Death are in the power of the tongue: and they that love it shall eat the fruit thereof.” John Gill provides a very insightful commentary to this verse which clarifies the importance of speech. He states,

          “Death and life [are] in the power of the tongue Of witnesses, according to the  testimony they bear; of judges, according to the sentence they pass; of teachers, according to the doctrine they preach; of all men, who, by their well or ill speaking, bring death or life to themselves and others. Some, by their tongues, by the too free use of them, or falsehood they utter, are the cause of death to themselves and others; and some, by their silence, or by their prudent speech and prevalent intercession, secure or obtain life for themselves and others; yea, judgment at the last day will proceed according to a man’s words, “By thy words thou shalt be justified, and by thy words thou shalt be condemned”, ( Matthew 12:37 ) ; the tongue is the instrument either of a great deal of good, or of a great deal of evil;

          and they that love it shall eat the fruit thereof; that delight to be talkative; that love to use the tongue, whether in a good or in a bad way, shall accordingly be recompensed; shall enjoy the advantages or disadvantages arising from it.”

Communication in and of itself is a powerful instrument but the postion of leader gives one’s words an additional degree of force and impact. I believe it is paramount that I as a leader always speak life into myself, into those I work with, and into my projects and aspirations.