As we begin to see some light at the end of a difficult financial tunnel within Ambassador, locally, and nationally, I have found myself more prone to reflect on what has transpired. Within the group of peers, partners, clients, and friends that I network with, a handful of observations seem to repeatedly float to the top of discussion. It seems to be almost universal that difficult economic times prompt far deeper and more foundational changes to business practices than prosperous times do.

One of the most impactful business changes that I have heard recur in discussion is changes in business partners. Down times seem to motivate firms to ‘mix it up’ within their partner relationships. Solid, proven partners move closer and share more risk while companies shed those that have been inconsistent or just plain disliked. As margins get tighter, bottom lines shrink, and opportunities are more competitive, every decision is critical. More so now than ever before, there seems to be very little room for error as a business leader. In this environment, it is absolutely essential to engage with only the most trusted partners.

When looking at partners here at Ambassador, we talk in terms of the “Three Cs” of Character, Competence, and Chemistry taken from the book Courageous Leadership by Bill Hybels. We tend to use these three threads when discussing new hires to our team, potential service or product partners, and clients. My very non-scientific observation would be that when you and a potential partner are not aligned on any of these points, get out of the partnership as early as possible. Alignment on any two can lead to success but it’s going to be an uphill battle all the way. When all “Three Cs” are in alignment, look for lasting value, deep trust, and an enjoyable partnership experience.

 

Character – We believe we (and most organizations) live and die by our values. Every corporate facility in America likely has a values placard somewhere in their office. At Ambassador we try very hard to live by them and hope that we are judged by our adherence to them. More often than not, we approach difficult decisions with the fundamental question: What is the right thing to do? We are honest about what we’re good at and what we are not and look for partners who are equally willing to expose the dirty laundry, talk about it, and move beyond it. When we’re wrong, we come clean and expect those we work with to do the same. Within the context of partnership, this seems to be the most essential. Everyone agrees and plays nice when things are going well. The real question is how direct, candid, honest, and open will you and your partner be when it matters the most…when things aren’t going all that well. 

 

Competence – Simply put, to be successful you have to know what you’re doing. I believe competence takes several general forms. First is experience… having been there and done very similar things before. In the IT services business, this can be gauged with technical certifications and resume credentials. It is indispensable but can also be somewhat limiting. The second form of competence we try to assess in partners is more about acumen and broad capability. Great problem solvers are rarely attracted to solving the same problems over and over, and thus tend not accumulate a great wealth of directly applicable experience. A+ partners can offer either type of value, or in rare cases, they blend the two forms of competence as needed. When looking at partners, we try to strike the right balance between these ‘flavors’ of competence. When working with clients, we talk with them about how innovative they wish to be, how much appetite for risk they have, and configure a team with the mix of talent and experience.

 

Chemistry – This element is perhaps the most difficult yet most important to gauge.  We have found that how we engage with our clients is as important as what we accomplish. We have to like those that we work with. We want to work with people that we enjoy hanging out with. When this “C” is missing, projects are often successful but both parties feel so beaten up by the process they can’t wait to say goodbye. We believe that’s transactional and not about partnership.

Partnership is a concept that tends to get thrown around a great deal these days… and that’s unfortunate. We find it’s the cornerstone to achieving amazing things. While I would stop short of calling this a framework or model, hopefully it provides some useful points of reflection as you determine who best to partner with in the looming economic resurgence.