What are effective strategies for managing partnerships that are not meeting expectations?

Go back to the intent behind the partnership and assess whether the goals of each organisation have changed. Are the mutual goals the same? What, if anything, might be impacting those goals, or how you thought you'd achieve them together. E.g., Has the leadership at the partner changed? Your key contacts? Their priorities? Are there macro factors that are influencing their intent / motivation / action? How? Look at their public earnings reports, news articles, and more importantly, talk to the partner.

Most partnerships fail when both sides have a different understanding of what they want from it. After all you have no idea what the partner said at their business to get the partnership across the line internally. Equally you may have sold in something differently to your teams. So when things start struggling, the best teams will dive deep into what is the problem and is it controllable by all the stakeholders in the partnership including themselves. Self reflection is critical here which is always hard. In my experience what is written down is not the issue (though it can be in a few cases) - it is the wider context and the influence of other factors that will cause a relationship to become disconnected from the original ambition.

Be honest and direct, and communicate the problems with your partners in a respectful, yet affirmative manner. Use a data-driven approach to identity the root cause of the issues. Finally, make sure they understand you are communicating their underwhelming performance not because of unsatisfied with them, rather you appreciate their efforts and have suggestions to further improve their campaigns or performance.

Two words: Assume nothing! What you may think is "true" or "real" may not be what the partner is experiencing or feeling. Put another way: Be curious, not furious.

Sounds basic, but weekly status meetings are essential. In my experience, there is usually a lot of focus at the start of partnership relationships, which then fades. From the outset, establish the ritual and discipline of weekly meetings so both sides are ensuring collective deliverables are executed. If expectations are not being met, the weekly status deck or doc will act as a clear source to reference, and as a data point which can be used to escalate issues.

Open communication, especially on expectations, helps to build a system of accountability. The frequency of communication influences how quickly the little anthills can be resolved before they build up into mighty towers. *Communicate expectations and build a system of accountability.*

Open communication including the good, the bad and the ugly is vital to achieve open communication. Building trust takes some time to get there.

Both collaborating entities should embark on a journey devoid of preconceived notions, instead fostering a culture of realistic projections. Establishing transparency through regular, perhaps weekly, meetings becomes a linchpin for internal and external alignment. This proactive approach dismantles potential miscommunications, ensuring that both parties remain synchronized in their objectives. By relinquishing the confines of predefined expectations, partners can embrace the fluidity necessary for adaptability. This fluidity not only aids in troubleshooting unforeseen challenges but also cultivates an environment where collaborative innovation can flourish, ultimately fortifying the foundation of a resilient and fruitful partnership.

I think this is crucial for any effective partnership. In my opinion they are often build from one or two strong professional relationships which through effective communication build the rest of the network. Key to try and give everyone a role at some point so they understand their value in the partnership

Open communication, setting clear goals, revisiting objectives, and exploring areas of improvement collaboratively can be effective strategies for managing partnerships not meeting expectations.

Be smart how to ensure your partner view the same opportunity you see. Sometimes it requires good understanding of your partner’s relational needs and how they think, allowing them to bring ideas forward, for you to smartly package and co-create something they feel ownership towards. Partnerships that are only based on what each party gets in return don’t last forever.

Set expectations early and often. OKR’s and KPI’s are not just for internal use. You can’t be successful or measure success without mutually agreed upon outcomes that you hold yourself and your partners accountable to.

You cannot forget to develop, and discuss with your partner, KPIs that measure your deliveries to him, so you can identify flaws in your operation that reduce the value generated or increase his effort. You can negotiate and adjust some deliveries to improve his results. You will win if he is winning!

Entendo que Parcerias de sucesso são àquelas construídas em alicerce pautado em regras claras, transparência, verdade, franqueza e em processos eficientes, adaptáveis âs demandas atemporais da jornada.

Bons parceiros são formados dentro de valores centrais para ambos: 1. Alinhamentos de experiências 2. Formalizações dessas expectativas 3. Acompanhando constante de ações e resultados

Chalking up mutual wins, lifting one another in each others' respective companies and meeting in person where budget allows to celebrate success paves the way for easier conversations next time a difficult problem comes along.

You can use other partners' best practices to teach, and encourage another one, accelerating his growth and improving results quickly (as long as they don't compete with each other). Try to understand how other partners or other companies deal with these problems.

In partnerships, trusted collaborators often possess a keen understanding of our strengths and challenges, sometimes more than we realize ourselves. They serve as perceptive mirrors, reflecting our triumphs and setbacks. These insights become invaluable as partners observe patterns in our professional character, revealing latent potential and areas for improvement. Their external perspective sheds light on our blind spots, offering a catalyst for personal growth. Embracing this mutual awareness creates a culture of support, fortifying the partnership by leveraging individual strengths and collectively addressing challenges.

I always think about the phrase "Evaluation (or assessment) is not an add-on activity." In other words, evaluation shouldn't be an afterthought; it should be clear from the start what the plan will be to identify SWOT.

Chaque partenaire peut demander un feed-back aux autres acteurs. En se basant sur des indicateurs de performance clairs, ils pourront mesurer le succès du partenariat après les ajustements. 1er gain : maintenir la transparence 2ème gain : évaluer l'efficacité des suggestions et des changements apportés

Here again, I think the "I don't want..., but I do want..." approach is quite effective if you need to make an exit from a partnership. Trying one's hardest to keep statements neutral in tone without values or judgements is also key.

Recognize when the partnership's melody clashes, harmony fades, and the path forward seems unclear. Instead of clinging to a failing arrangement, embrace the courage to withdraw gracefully. Communicate your decision clearly and respectfully, explaining the reasons for an amicable separation. Honour your obligations and commitments, fulfilling any outstanding tasks or responsibilities. Tackle any lingering issues or conflicts with professionalism and diplomacy, ensuring a smooth transition. Express gratitude for your partner's dedication and support. Acknowledge the lessons learned and the opportunities for personal growth that the partnership provided. Bon chance. Sunoor

Recognizing when it's time to end a partnership, we made the decision to part ways professionally. An essential factor was our commitment to inclusivity. In the exit communication, we clearly communicated our dedication to fostering inclusive experiences and explained how misalignments in this regard led to the decision.

Nada é eterno! Se sobressair na jornada da vida e nas parcerias se faz necessário desenvolver feeling para processar e entender as evoluções ou retrocessos. Uma vez avaliado ser inviável prosseguir com uma Parceria o melhor caminho é a finalização em um processo permeado por verdade, justiça, cortesia, educação, de forma ordeira e executiva. Se essa vertente for inviável, o melhor caminho é o afastamento ordeiro e a judicialização. Que tenhamos lucidez e coragem para boas Parcerias🙌

Navigating an exit from a partnership can be as difficult as navigating an amicable divorce. It is important to approach exit discussions with strong principles: - Protect the interests and confidentiality of both parties; and - Respect all the great collaborations that have resulted from the partnership to date.

All partnerships have goals, but a healthy partnership results in a constant dialogue about each organizations evolving strategic priorities. If you have built trust and open dialogue with your partners, your partners will approach you with new opportunities that may shift or expand your original goals. Being responsive to a partner's changing priorities and identifying whether expanding your original partnership goals results in value add is both the science and the art of a successful partnership.

Often, the study stops at the partner's needs. But we need to go deeper and look at the needs of end customers. We need to look at the needs of those who pay for the final service or product.

Continual Evolution of Partner Skillsets: Sustaining the Initial Market Value The ongoing success of our partnership hinges on the constant evolution of each partner's skill set. This adaptability is crucial for preserving the market asset that initially rendered our collaboration valuable. Each partner must refine and enhance their skills as the business landscape transforms to meet evolving demands. By committing to this continuous development, we ensure that our partnership retains its initial value and thrives as a dynamic and indispensable market force.

Effective management of partnerships involves proactively evaluating performance, establishing clear expectations, fostering open communication, adapting to changing needs, addressing issues proactively, evaluating value exchange, seeking external support, recognizing partnership strengths, and being prepared to pivot if necessary

Partnership stalls and failures, as in any GTM or rev-ops initiative, are inevitable. Change in personnel, market conditions, business success and product development can all lead to changes in partner relationships and expectations. Mitigating this risk starts with the drawing up of the partner agreement and contracts. Agreed contingencies must be included that allow flexibility when such changes occur. Equitable exit clauses, SLA’s, attainable KPI’s, and trusted comms channels are just some of the tools that can provide security and stability in an agreement.

Partnerships cannot be treated like a network card. It requires constant nurturing. First acknowledge the uncomfortable truth that not all partnerships will meet expectations. The best of partnerships work or fail due to simple reasons like misalignment of goals, apathy and frequency of communication. Shift the focus from what’s going wrong to what could go right. Identify the unique strengths of the partner and leverage them to reach a common goal. Sometimes, it's just about reimagining the grounds of collaboration rather than what you started off with.

Reevaluate and Adjust: Reevaluate your expectations, communication strategies, and decision-making processes. Make adjustments based on the lessons learned to enhance future partnerships.

At the core of all partnerships is clear expectations. Them of you, and you of them. All to often breakdowns are as a result of "I thought", or "we assumed"

When facing a partnership that falls short of expectations, it's essential to take a step back and evaluate its long-term viability. Consider whether the initial goals and values that brought you together are still aligned. Sometimes, shifts in priorities or business landscapes can impact the feasibility of a partnership. Reflect on whether the current challenges are temporary or indicative of deeper, systemic issues. This reflection isn't just about the current situation but also about the future, whether the partnership can continue to evolve and thrive in a way that benefits both parties.