Cost benefit analysis helpful in stabilising partnerships

operating at a social level while the other partner could be at business level.
Manifestations of social level could be the propensity to spend company funds on social activities, which have very little impact on business performance.

Lack of respect from either party is also being cited as a reason for other separations.
Some of the reasons cited for most marriage failures are similar to the reasons contributing to the partnership failures.
What are the other reasons, which contribute to the failure of business partnerships?
Most partnerships fail because people who go into these partnerships are not clear about the nature of partnerships they are getting into.

Even in agreements that are put in writing rarely do most people read these agreements.
How many people have read Chapters 5:11 or 5:07 which regulates the marriage they got into?
Most of us were driven to sign our marriage certificates by emotions rather than understanding the implications of the union.
The marriage certificate does not say much. Though I have been married for more than ten years I have never bothered to read the marriage act.
Even though we rushed to sign these contracts we were not clear about the get out clauses or have a clear understanding of the penalties due to non-conformity to the law.

It appears most contracts we go into are driven by emotions more than reason. The value of most of our contracts is emotional.
This mirrors most of the contracts people sign. Some partnership documents are not clear about procedures of arbitration, conflict resolution, rules of engagement, get out clauses, and penalties for non-conformity. Most aspects are not explicit, but are implied.
Most people are guilty of not properly carrying out an extensive due diligence before they enter into contracts.

The reasons cited for lack of proper due diligence is lack of money and time.
Some argue that an opportunity might be lost during the time of extensive due diligence, therefore you need to just rely on gut feeling.
As a result managers sign contracts with dubious people who either renege on the contracts in the short or long-term.

Reasons for successful partnerships.
Partnerships succeed when the partners complement each other in the business ventures, are honest and understand the vision of the partnership.
One partner can be a marketing specialist and the other one technical-minded.

These complimentary functions enables the partners to work together based on the understanding that for one to succeed, he needs the skill of the other one.
Imagine playing football alongside a striking partner who is always dispossessed or passes the ball to the opponent or kicks the ball outside the pitch.
This type of partner contributes negatively to the progress of the game. Therefore, a partner’s crucial role is to help to make the task at hand easier.

Ideally the striking partners must share the common vision of helping their team to succeed by scoring.
Traditionally we used to hold “nhimbes” where the whole village would converge on one field to plant, weed, and harvest rapoko, sorghum and maize.

This was a method of pooling resources together to expedite planting, weeding and harvesting.
The farmer whose field was harvested provided food and beer and the community provided labour.
The common understanding was that the farmer would not be thrifty so as to deny the community adequate provisions and the community were supposed to gladly supply their labour.

Members of the community participated with the hope that one-day they will also host the nhimbe.
The only perceived risks were death and free rider problem, which were, however, minimal risks.
In most cases “nhimbes” were fostering a win-win situation.

“Nhimbes ” gave a sense of accomplishment and mutual respect.
In addition it was a place to share and learn new ideas. People respected the idea of sharing tasks.

Each farmer was assured that when his turn for “nhimbe” comes the community would assist him or her.
The type of relationships that developed through “nhimbe” were at arms length.

This type of partnership is similar to ad hoc partnerships. Examples of ad hoc partnerships are subcontracting arrangements in which businesses outsource products or services from a third party over a short period of time.

The key to successful partnership is in most cases linked to leadership.
The leadership has to clearly spell out the goals of the organisation. This is quite key even in nhimbes.

It is not totally true to say that there were no wayward characters (partners) during the “nhimbe” days (i.e. people bent on slowing the progress or stealing.)
These people were there but the ultimate benefit in most cases was bigger than the distraction.

The partners we engage could also have some wayward tendencies, but it is our duty as senior partners to whip them into line.
In most cases we must focus on the goal in question, and give the goal higher priority over small squabbles.

Success is normally achieved by unprecedented focus on the goal at hand. This explains why you find some senior managers holding on to what employees think are undesirable characters (managers).

The explanation could be that it is not worth the while tinkering with a winning team before the desired result is achieved.
Before dissolving /firing partners it is important to evaluate whether the firing does not result in loss of the current momentum.

The cost benefit analysis helps in stabilising most partnerships or marriages.