It’s often the case that one partner is motivated to make changes and seek help in doing so more than the other(s). Though ultimately the work is most effective when everyone participates, many people are surprised at the degree of change they can make on their own. Because interactions occur between two or more people, changing the way you interact necessarily changes the dynamic. These are cumulative in nature. Plus, it promotes a whole new sense of agency when you’re actively engaged in the change process — with or without your partner(s).

In my experience, resources are often limited and have to be allocated carefully. Because stalemates partnerships get worse over time rather than better, unbelievable amounts of mental and emotional energy get tied up in partnership conflicts — often impacting life at home. Most of my clients tell me they wish they had reached out sooner because they had no idea how much better things could be with some assistance. Also, I offer monthly payment options to keep the work affordable as you make progress toward your business goals.

There are many situations when two people have to work together closely even though they’re not technically partners. Non family executives in a family business is one such situation. Also, with companies running on EOS, there are often communication challenges between the Visionary and Integrator. By design, these roles have a different set of innate talent and work styles. These complementary skills translate into different ways of communicating and approaching problems. My clients are often amazed at how their frustration with each other transforms into appreciation for the others’ talents. Within 30 days these issues can be illuminated and the friction smoothed out — creating long-lasting change for the path forward.

My work typically begins with individual conversations and strengths assessments. From there, the work is highly customized to the individual situation and needs. The data gathered informs how we move forward; the common structure often includes 1:1 meetings, facilitated conversations, attendance at ‘business as usual’ meetings, off-site workshops or retreats, and ‘as needed’ calls with individuals to address issues that come up between scheduled meetings. I’ve found those ‘as needed’ calls to be pivotal in the transformation process.

Then we select the right tools and process for the goals we want to achieve. We determine ideal frequency and set the stage for transformation by introducing the work and positioning its benefits for both the people and the bottom line.

Then we implement. Generally this focuses on 1:1 scheduled meetings, ‘as needed’ calls or texts in between. leadership team meetings

Partners who have been mired in problems often can’t see their way out and eventually lose hope. Sometimes all they need is an experienced guide to help disentangle the conflict, provide new tools, and show the way forward.

Even if ending the partnership is the next step, partners benefit from doing so from a position of strength, resilience, and understanding. Partnerships built over time can feel like one’s ‘baby’ and determining what happens to this ‘baby’ is generally emotionally charged. There’s often resentment, disillusionment, and disappointment and it’s hard to create good strategy and make decisions from that place. The stakes are high and partners owe it to themselves to sort things out — work through their sh*t to the degree possible — so that the partnership can come to a good end.