| Many times partners in a business start out at the | | | | digest the issues. |
| beginning of the business excited to go into business | | | | Second, if you have an issue or disagreement with |
| with each other. Each has their own separate skill | | | | one of your business partners, don’t ignore it, as |
| set that they bring to the table, whether it is in sales, | | | | it will only fester. Face the issue and talk things out |
| production or operations. Many times their | | | | with the other party sooner rather than later. Keep |
| background is in a large corporate environment and | | | | the conversation civil and respectful in your |
| they yearn for the ability to call the shots | | | | discussions and do what it takes to move forward to |
| themselves. Just as in a marriage, they may not | | | | a fair resolution. |
| spend the time to talk about the problems that they | | | | Third, be an active listener in the conversation. Your |
| may have down the line in the business. These | | | | business partner has another perspective that you |
| issues may involve control of the business, | | | | have not heard and you need to examine the basis |
| responsibility for various aspects of the business, | | | | for that person’s point of view. That |
| nonperformance issues, capital needs, to name but a | | | | perspective may also be based upon facts, as well. |
| few. How can these issues be resolved? | | | | Try to understand the other side’s perspective |
| All of these issues require healthy communications | | | | and keep an open mind. The parties need to make |
| between the parties. If the parties are unable to | | | | this commitment to move forward through |
| talk, especially in this tough business climate, consider | | | | sometimes painful, unpleasant or sensitive issues. |
| using a facilitator to listen to the conversations and | | | | Fourth, if you find that you or the other persons are |
| keep the conversation on a business plain and not | | | | unable to keep the conversation respectful or |
| allow it to get into personalities. Here are some | | | | unemotional, you may have to hire a neutral third |
| other ways to allow the tough business | | | | person to act as a mediator. The mediator can help |
| conversations to proceed to a successful conclusion. | | | | to facilitate you through the awkwardness of your |
| First, find out the real facts. If you are relying on | | | | communication, miscommunications and the pains of |
| “facts” that are really gossip or are not truly | | | | the conflicts between the parties. You can also |
| the facts, you may be furthering miscommunication | | | | consider using “experts” who can bring in |
| or misleading information, at best. When gathering | | | | more information, such as accountants, lawyers, |
| the facts, don’t rely upon conclusions. Quantify | | | | insurance experts, human resource experts, to name |
| the facts in terms of dollars and cents or number of | | | | but a few. The new information that these experts |
| units sold or percentage of sales, rather than stating | | | | may bring may open the doors to some solution to |
| conclusions. State the source of your facts in a | | | | the issues. |
| memo to the other parties that you will give the | | | | You may find it unusual for an attorney to talk about |
| other parties before you discuss the matter. Before | | | | communication between business partners, however, |
| you give it to the other parties, if time permits, let | | | | if you do not communicate properly and regularly |
| the memo sit for a day or two. You may find other | | | | with your business partners, this may lead to further |
| information which resolves some of the issues. | | | | conflict and perhaps significant legal expenses to try |
| Along with the memo of facts which states the | | | | to diffuse the conflict that ensues. It may seem like |
| source of the facts, make sure to have an agenda | | | | common sense to state that it is better to “nip it |
| for the meeting that you give to the other | | | | in the bud,” but one would be surprised how |
| participants. Give the other parties the time to | | | | often that does not happen. |
