If I were to describe my work values in my own words, it would probably be something like: "I value openness, fairness, friendliness, a good tone, less talk - more action, partnerships, progress, good projects/deals and (shared) ambitions".
But first of all, these are my words (and not necessarily how others perceive me). Secondly, it is inconceivable that my colleagues/partners/co-founders are structured in the same way, have the same values and work in the same way as me.
...is the answer to what is written in the title of this article. Working together and meeting projects/deadlines is not necessarily easy if you think/work differently (as even like-minded people often do) and if you are partners.
There are (probably) thousands of HR books written about how to get the best out of your organization as a manager and use diversity constructively, but if you are now equal partners (where there is no one boss/manager), things are a little different. When you have to work together and when projects have to be executed, is there someone who has to take the lead to act as a boss and to get the collaboration to flow, everyone has to accept/believe that everyone "delivers" and reaches the deadline, is there someone who has to act as a project manager to constantly follow up or something completely different...
It is not necessarily easy...
I have been involved in different companies (both as a consultant and partner/co-founder), where there have been equal partners and where the aforementioned problem has been present - The understanding and acceptance of each other's differences (which by the way have nothing to do with competences) and common values have not been present, communicated and accepted.
Honestly said; I have (especially in the past) "burned my fingers" on both taking on the wrong "role", mostly listening to myself (Sorry..), stepping on people's toes (Sorry, sorry..) and have had projects/deadlines that were not delivered on time from my own side.
At the same time, as an external consultant, I have witnessed the same issues and where it has had serious consequences - Partners / co-founders have left each other.
Some of the lessons I have learned is that the problem will be less if you early in the life of a partner circle, take a joint - and not least honest - talk about "who am I and how do you get the best out of me", how each of you best reach the goal of projects (and all sub-points) and together reach the deadline. Some people like to work with a tight list of tasks/sub-tasks that you can check off on an ongoing basis (I can do that, for example), some people are better at relating to goals and sub-goals and others may have it completely different.
But dear Thor, aren't these things self-evident in relation to basic expectation alignment, isn't it in the HR book on page 1 and shouldn't people be responsible enough to deliver on time and be adult enough to accept that you are different...??....Yes, yes, but from experience, the reality is not necessarily so simple if you are part of a partner circle. Here, honesty, shared commitment, acceptance of each other's differences/family relationships, ups/downs, etc. just become much more relevant. A partnership is a platonic marriage, with a number of (necessary) compromises - that's not necessarily bad, but it' s a good investment to spend time "dating" and "going out to dinner".
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