Hartford Business Journal

www.HartfordBusiness.com May 16, 2016 • Hartford Business Journal 21 BIZ BOOKS Keys to building successful, profitable alliances "F inding Allies, Building Alli- ances: 8 Elements That Bring — and Keep — People Togeth- er" by Mike Leavitt and Rich McKeown" (Jossey-Bass, $29.95). Real-life examples bring the effects of collaboration on mission and productivity into clear focus — and action. Surescripts, formed by two competitors, created an electronic-prescription highway. GEOSS, a global coalition of companies and coun- tries, shares information about changes on the planet from scientific observation sta- tions throughout the world. How did these organizations and others make 1+1=3? The authors found eight common threads that created a strong collaborative rope: 1. "Shared common pain." Problems cross corporate, governmental and institu- tional boundaries. Self-interest and common interest intersect to create win-win. Organizations become collaborators when they recognize they cannot solve a common problem on their own. They need to pool competencies and share resources to solve the problem and minimize risk. 2. "A convener of stature." A value alli- ance needs an organization or individual that commands respect from various audiences. When they speak, others listen because the convener's reputation defines expectations of trust and fairness — and results. The convener needs the finesse of diplo- macy to define the problem in terms of com- mon interest, focus vision, secure true com- mitment and manage egos and conflicts. The collaboration is a "new" business. The convener must create an operational struc- ture and a system of accountability. 3. "Representatives of substance." You need the right people. That starts with deci- sion-makers. Participants sending low-level people to the meetings are not fully invested. You need to blend in thinkers — those who have the competencies needed to clarify issues, alternatives and actions. Above all, you need people who follow through. The authors also point out that value alli- ances walk a fine line when it comes to alliance size. You can't include everyone. Choose wisely (i.e. those sharing the greatest common pain). 4. "Committed leaders." Beyond the convener, the diplomat and subject matter experts, the value alliance needs people who can sell ideas, build consensus and teach people about the critical nature of the prob- lem. Matchmakers are needed, too, because the alliance's actions will involve using non- alliance resources and knowledge. 5. "A clearly defined purpose." Pro- vide an easy-to-understand and accurate summary of what the value alliance intends to accomplish. Initially, the purpose state- ment can be used as a "trial balloon to see who it attracts." When the alliance initially meets, the statement undergoes vetting through discussion and debate. The end result becomes the keystone of the alliance's charter. Stay true to the purpose. "Collaborations experience purpose creep — an inexora- ble broadening of scope that eventually makes it impos- sible to relieve the common pain that drew the group together in the first place." 6. "A formal charter." A charter does more than formalize commitment to pur- pose. It defines how the alliance will work — organization, operations, time frames and decision-making. It also deals with the participants' financial skin in the game. While self-interest and common interest intersect in value alliances, the charter also deals with information sharing and the pro- tection of proprietary information. 7. "The northbound train." Progress must be made or participants will get off the train. When they leave, the remaining participants will question whether the alli- ance has the horsepower to reach its goals. To maintain engagement and momentum, it has to reach its milestones on time. The authors suggest using the One Page Project Manager to keep things on track. The meth- od devises a timeline for each step and designates responsibil- ity for tasks. 8. "A common information base." Participants need to know the playing field is level. Information-sharing and trans- parency go hand-in-hand. Keeping people informed of what's happening and what's next helps them articulate their roles. The authors' message: Successful col- laboration requires a structured and dis- ciplined methodology — just as running a successful business does. n Jim Pawlak is a nationally syndicated book reviewer. Jim Pawlak THE RAINMAKER Personal questions that build business relationships By Ken Cook W e talk about the importance of rela- tionships in business. Truth be told, it's the foundation for success, be it in sales, leadership or just getting along with co-workers and doing your job. A relationship develops when two people get to know each other and connect with each other on some level beyond just a surface acquain- tance. The connection's strength is dependent on the depth of knowledge, understanding and trust that is built up over time. To facilitate the "getting to know you" process, con- sider the questions listed below. These are not normal ques- tions usually asked in a business environ- ment. After all, busi- ness is business and the conversations should be about the business issues at hand. Relationships though are immune to the context of business or personal. A relation- ship is a relationship, regardless of context. These questions go beyond the fact-finding of a sales call. They go beyond the familiarity that is built around jobs and what you do. They go beyond the superficial conversations about sports, hobbies and vacations. These questions reflect your curiosity and interest in the other person. What makes these questions work is that they intentional- ly cause someone to reflect on their response, so you get to learn more about them as a per- son — what's important, their values, etc. As you consider the questions, think about how you might respond to them. Your level of comfort with a question indicates the degree that you will share more of yourself. The best way to get to know someone is for you to share with them and for them to share with you. Together, you share more of yourselves — a strong foundation towards a good relationship. Here are the questions: 1. You can choose any three people with whom to have dinner. Who would you choose? 2. At the end of the day you are smiling because it was a good day. What made it a good day? 3. You are a member of Marvel Comics' The Avengers. What's your super power? 4. For one meal you are instilled with the skills and creativity of the finest chef in the world. What would your menu include? 5. What's your dream vacation, even if it doesn't seem possible to take it? 6. From where do you get your news? 7. Who's your favorite musical artist? Second favorite? Third favorite? 8. Who was your favorite teacher? What made them your favorite? 9. How long have you and your oldest friend known each other? 10. What's your favorite social-media plat- form, if any? 11. What sinful dessert would you eat every time, given the opportunity? 12. What is your favorite book of all time? Author? Movie? TV show? 13. What TV show do you watch that you want no one to find out about? These questions could surprise someone, especially in a business setting. Timing when to ask them is important. Obviously when busi- ness topics are on the table it's not appropriate to ask about someone's favorite book or meal. However, when meeting someone new, one of these questions could be a great ice- breaker, and could go a long way to generat- ing an engaging and informative conversa- tion. It's also interesting to ask a question of someone you have known for awhile. It can take the relationship to a new level of strength and understanding. And, be willing to share of yourself to the same depth you are asking of the other person. The objective is to really get to know each other. When each party has a deeper understanding of the other person, the business discussions become so much more open. n Ken Cook is the co-founder of How to Who and co-author of How to WHO: Selling Personi- fied, a book and program on building busi- ness through relationships. Learn more at www.howtowho.com. Ken Cook ▶ ▶ Successful collaboration requires a structured and disciplined methodology — just as running a successful business does. ▶ ▶ The best way to get to know someone is for you to share with them and for them to share with you. Together, you share more of yourselves — a strong foundation towards a good relationship.

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