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WHAT ARE THE CRITICAL FACTORS?
There are four elements that seem to be of critical importance in productive partnering. They are a shared vision of the enterprise, role clarity, value added contributions and a bond of trust. With regard to shared vision, one must be working toward common goals to release the synergy necessary for partnering. If you cannot find common ground here with your CEO, send me your resume now because you will not thrive in that specific environment!
You need to find out what the CEO expects from you. If you do not know, ask! Lobby for a broadened role if you are unhappy with the definition and understand that mismatched expectations can only lead to a weakened team effort. Technical mastery will get you accepted as a key subordinate, but no more than that. The stuff of partnership is playing a role in shaping the business and to truly be adding value, you must be participating at that level.
The three components already highlighted are necessary but not sufficient for a true partnership. There also must be a bond of trust, which may be granted by the CEO as an act of faith, or, it may evolve over time through exposure and incremental acceptance. Alternatively, it may be a cathartic experience when you are thrown into difficult decision making during an IPO, a takeover battle, or a merger integration.
HOW DO YOU PARTNER EFFECTIVELY?
Over the years I have watched some financial officers establish strong partner relationships with their CEO's and others fail. What is it that the successful ones do? First, they get intimate with the business. They do not confine themselves to the numbers - they get out, travel in the field and meet customers. They lunch with their peers and other key managers, not just with the finance staff. They ask for special project leadership roles. The result: they have more meaningful business dialogues with their CEO's.
Second, the ones who get ahead are brave and take some risks. They speak their mind yet stay open to alternative concepts and solutions. They ask tough questions and they are proactive in interacting with their peers and their boss. The result: people, including the CEO, understand they are passionate about the business in which they are participating.
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