JUNE 11, 2003

ENTREPRENEUR'S BYLINE
By Sandy Lish and Wendy Spivak


Making an Equal Partnership Work
[Page 2 of 2]


By Sandy Lish and Wendy Spivak
Castle Group co-founders Sandy Lish and Wendy Spivak

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Underlying the ability to negotiate is trust between partners. A number of factors go into building trust. The first is that it must be earned -- it cannot be assumed. Even though we had worked together prior to launching our company, we needed to develop our trust in each other. In the beginning, for example, we reviewed each other's work so that we could become completely comfortable. We've done likewise with all of our employees.


Similarly, we share all relevant pieces of business information with each other. In negotiating as partners, you can't assume there is something that the other doesn't need to know. Likewise, when something is bothering you, it likely will be a matter of concern for your partner as well. Letting it fester only leads to resentment later. In short, communicate -- and communicate constantly and intelligently.

Trust doesn't mean that partners reach consensus all of the time. When we have been at an impasse -- or when we just want another perspective -- we seek out the opinion of our vice president, who has often provided a tie-breaking or alternate view.

Takeaways for the 50/50 entrepreneur when it comes to building trust include the following:

• Trust must be earned, not assumed.
• Once you build trust with your partner, don't second-guess that person.
• Bite your tongue if your partner has a made a decision that didn't work out.
• Listen to your gut, and remember two guts speak louder than one. (When ours are in synch, we know we've got it right!)
• Spread trust by developing others on your staff.
• Be willing to take a chance. Your partner may be right and you may be wrong. Learn to live with that.

VITAL SKILLS.  Compared to trust, skills are an elementary, but nonetheless essential, when it comes to being able to negotiate with a peer. When you can speak from strength, your position at the intracompany bargaining table is enhanced.

In our case, we've gravitated in part to what we like to do. Consider that Sandy's love for talk has led her to assume responsibility for business development. However, we've been careful to unearth some abilities we never knew we had -- and to run with them. No one was more surprised than Wendy, for example, that she is now tending to accounting and operations.

Tactics for incorporating skills into negotiating with your entrepreneurial partner include the following:

• Like what you do -- and do what you like.• Identify what you're good at and maximize those abilities.• Conversely, recognize what you don't do well, and allow others to take over those responsibilities.• Strive to learn more – continually.• Share your knowledge with your staff.• Uncover those hidden abilities.

Skills, trust and balance: these are the principles that smooth the process of negotiating, which underlies the ability to build a company with an equal. Take them to heart, employ them in your internal dealings and you'll create not only a company -- but also an enduring professional relationship.

Sandy Lish, 38, co-founded The Castle Group, a Boston-based public relations and events management firm, in 1996 and currently serves as principal. Lish is responsible for the operations and strategic management of the agency's public relations division, and has led award-winning programs for such national brands as Fleet Bank, Sallie Mae, Oracle and Amadeus.

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