Confluence

A stream flows where gravity takes it as the water seeks the lowest point.  

Unfortunately it can also feel like our business relationships are seeking the lowest point too, but it doesn't have to be that way.

Occasionally something magical happens and two streams merge to create something more powerful than they ever were separately.  Those two streams become a river powerful enough to cut through solid rock and other obstacles in the way.  We call it a confluence.  It will often flow straighter than just a single stream and it will always be with much more power.

It is interesting to note that scientifically a confluence is the merging of any two bodies of water, even man-made ones.  So, for example there could be a confluence of two canals.  Man can take the water and make it flow in the way that is required. 

So it is with business alliances, which is precisely what we talk about here all the time... Fusing focus.  Joining priorities.  Hopefully we form a confluence that flows straighter and more powerfully than either group ever could by itself.

While the benefits are obvious there is resistance from all directions much of the time.  Why?  Let's examine a few of the big ones so we can delve into how we might overcome them.

1. Reluctance to Cede Control - This is the biggest issue you'll face when trying to blend the objectives of two partner organizations.  The issue is made worse by the fact that
any strong partnership must have one point person to guide and direct the direction of the team.  The fact that one leader is needed to push the alliance along leads many to fear loss of control and being left behind or being marginalized.  No one wants to wake up finding that they have become superfluous.  The best way to combat this fear is to empower every resource within the alliance.  Regular checkpoint meetings are held and every resource is given an opportunity to update the group on what they own as an individual.  This ownership actually dramatically increases personal control in one small area and with it an overall feeling of contribution to the team.  That large amount of control in one corner of the partnership will go a very long way to making that person capable of going along with the program and indeed fusing their focus with the others in the alliance.

2. Lack of Trust - Trust is the foundation on which all business relationships rest.  Okay, relationships of any kind.  That trust is born out of a sense of security and safety.  When people exhibit a lack of trust in others what they are actually showing is that they are afraid.  Fear comes from a feeling that something important could be taken away.  It could be something as basic as physical safety, but in business it will most likely be something higher like decision-making authority or power to determine personal financial gain.  So, the lack of trust is rooted in something and you need to figure out what.  That person is not trusting because they fear something may be taken from them... What is it?  If you can identify what it is you can get to the core of the issue and help them to build trust.  Once those hurdles are cleared, we can build the partnership.  Without trust you will have people that are guarded and aren't bringing everything to the table and when that is the case you will never have a fused focus.

3. Inattention to Products - Simply stated, a product is what is created by a process.  Often we think of products as physical consumer goods, but products can be intangible.  In fact in an alliance they often are, and that creates problems.  It is important that the alliance manager continues to set the product of the business relationship in front of those involved.  Keeping your eye on what you are building should always be maintained, and if you can do this for your team you will overcome a lot of issues.  What's more, you'll generate a strong confluence of resources aimed at a singular goal.  Keep your eyes on the prize, as they say.  This point is actually one that gets repeated a lot around here because with so many personalities and objectives it can be easy to lose sight of what is being produced and lose your focus.  In your meetings, always begin with a nod to the product of your partnership even if it seems silly to continue to do so.  Keep everyone mindful of why you are all in this thing.

4. Faithlessness - Okay, I agree that "hope is not a strategy" and it is a very cute sentiment.  I've even said it a time or two because it is true.  But listen, if the people in a partnership don't have hope for the future of the alliance then the whole thing is doomed.  You have got to drive faith and hope in the the team every step along the way.  That concept is complicated by our forward-thinking brains and our project manager mentalities that always drive to the next milestone.  If you are always thinking forward you may find your stakeholders begin to lose faith in what you are doing.  Go ahead and celebrate your accomplishments, even if it is the completion of step #4 in a 15-step process.  The team came together and got it done, and that is awesome!  Continually trumpeting what the alliance has accomplished (yes, even the small things) will have everyone involved thinking about the power of their teamwork.  I'm not saying that you should dwell on the past or spend too much time patting each other on the back, but the fact is that we often overlook pats on the back entirely.  That leads to faithlessness.  Without faith in the partnership you are in for a lot of failure.

Build that confluence and overcome the obstacles in your way.  Build faith and hope in the team by celebrating.  Always state the actual product of your alliance, so no one loses sight of what you are doing.  But most importantly, on a personal level you have to weed out fear and you have to grant every single resource some specified ownership.  If a person owns even a small part of the process they will be less likely to fear the loss of control.