What conflict resolution strategies can you use when trust is lacking in partnerships?

Active listening, to me, is not always in the moment but it’s a trail of thought that allows us to contemplate what was said, but more importantly, it is the active art and discipline of acknowledging the value another has brought to you. Sometimes receiving new ideas and attitudes takes time. That’s okay Allow that. When it’s authentic to you ~ acknowledge the giver. That is active listening.

Try to put yourself in the other persons shoes. Try really hard to understand and respect their point of view and speak to their high level concerns. This is easier said than done - but will break down some barriers, so at least the conversation can get started.

When trust is lacking in a partnership, it can usually be traced back to x 4 things - - lack of communication - lack of aligned goals - lack of process - lack of results During your initial agreement phase, grievance procedures and appropriate channels should be clearly identified and agreed upon. That way, you remove potential communication blockers by enabling a clear and actionable process. Smaller issues then have less chance to grow larger, people are confident to share issues because they know who to approach and where their concerns will go, etc. A culture of security should also be built by encouraging partners to adopt the mindset that in every problem lies an opportunity. This helps to remove assumed bias.

Whether trust is lacking internally (within your own org), or externally (with partner orgs), typically the issue is a lack of data clarity. If you've set clear goals with partners (and clearly communicated internally), AND you track relevant leading/lagging metrics properly, then trust should come naturally (even with bad results). Step 1 - start tracking relevant metrics Step 2- start setting specific (realistic yet meaningful) goals Step 3 - report on these on an appropriate cadence so all parties stay informed Step 4 - adjust strategy based on what data is telling you Most importantly, you MUST hold yourself to a high accountability standard in order to build trust

Such an important topic! Start by emotionally distancing yourself, gain an impartial perspective, and reflect on the situation. Take responsibility, eliminate unnecessary issues, and use inclusive language like "we." Foster teamwork through genuine flattery, shared information, and recognize human connection as a top priority despite busy schedules.

When trust is shaky in channel partnerships, talking openly is crucial. Share your worries and hopes openly to create a clear and honest conversation. Set clear goals and check in regularly to strengthen your relationship. Use tools and teamwork to solve problems together, smoothing out any issues. The key is to commit to understanding each other and working towards the same goals, making your partnership stronger and more reliable.

It’s important to look for ways to collaborate, rather than just navigating on your own. Being a team player go long way than being an individual contributor. “You” or “We” is more important in partnerships than “I” or “me”.

In my opinion open communication, active listening, and clear expectations are key. Transparency and collaboration help build trust. Set boundaries, apologize when needed, and focus on positive relationships. Consider mediation for neutral guidance. Document agreements, commit to continuous improvement, and invest in training. Rebuilding trust takes time, but with these steps, you're on the path to stronger partnerships.

Linkon‘s x 4 framework is spot on. Additionally, it‘s important to note that problems don‘t go away be themselves. The longer you wait, the bigger they grow. Address small issues head on before they escalate.

When trust is low in channel partnerships, talk openly about worries and expectations. Make clear rules everyone agrees on to rebuild trust. Check in regularly to see how things are going and fix any problems fast. If things are really tough, think about bringing in someone neutral to help sort things out. Remember, building trust takes time, so be patient and always do what you say to make the partnership strong again.

Practicing empathy by acknowledging and respecting partner's thoughts and viewpoints could be an excellent way of making them feel heard. Allowing the other person to fully express whatever they are feeling and not avoid it will make them not only trust you even more but also respect you.

Actively listening involves giving full attention to the speaker and demonstrating engagement. Maintain eye contact to show focus and avoid distractions. Provide verbal and non-verbal cues such as nodding or paraphrasing to signal understanding. Resist interrupting and refrain from formulating responses while the other person is speaking. Ask clarifying questions to gain deeper insights. Reflect on the speaker's emotions and body language to understand the complete message. Active listening promotes effective communication, builds trust, and enhances the quality of interactions.

Ensuring all invested stakeholders share an equal stake at the table by promoting a bipartisan environment is key to solving issues of mistrust and process buy-in. Respecting position, regardless of opinion, is an important part of active listening and, if you feel it cannot be actioned internally, external mediation may be deployed. If necessary, formal meeting structures can also be adopted and agreed upon to ensure equal input and active listening is not only promoted, but acted on.

In my experience, in certain situations where trust was lacking in partnerships, active listening emerged as a pivotal conflict resolution strategy. By attentively absorbing the concerns and perspectives of each party, misunderstandings are mitigated, fostering a sense of validation and respect. Active listening involves suspending judgment, paraphrasing to confirm understanding, and asking clarifying questions. This approach not only acknowledges individual feelings but also facilitates the identification of common ground. Through the cultivation of empathy and active listening lays the foundation for rebuilding trust and creating a conducive environment for collaborative problem-solving in partnerships marred by discord.

Sometimes, getting your partner to say anything at all can be the challenge. I've partnered with many companies in the past who have placed someone in the partner management role who is new to the position or simply has another day job. In this situation, a skilled partnership manager on the other side of the table needs to be able to coach their counterpart into sharing an articulating needs, concerns, and objectives.

Acknowledge that you understand their perspective on the problem. Validate. Do t worry - you don’t have to compromise your perspective however, cultivate in yourself a willingness to challenge your perspective.

Active listening is like being a detective with a heart; you're tuning in with all senses to what's being said, and just as importantly, what's not. It's about really hearing your partners and peers, understanding the unspoken bits in the sustainability puzzle, and asking the kind of questions that get to the core of the matter. It's a bit like sustainability reporting—digging into the data to see the full picture, not just the summary. That's how we get past the surface and make real progress.

Parties should listen to understand rather than listen to respond. Listening to respond ultimately only comes off as defensive which could further aggravate the conflict.

Active listening is pivotal in rebuilding trust. Provide partners with a platform to express concerns, perspectives, and emotions. Genuine understanding fosters empathy, showcasing a willingness to consider their feelings. This sets the stage for rebuilding trust in an environment conducive to open communication.

Honesty and Expectations set from the start All partnerships regardless how great the relationship or collaboration efforts, need to come back to the table and reset at times. If the primary goal post is not being reached and both organisations are losing trust, then try something new, get creative and see where it takes you.

In Mark Brigman‘s book „Partnernomics“ he talks a lot about negotiating from the same side of the table. It‘s not you against the partner. It‘s AND the partner against the competition. Whatever issue occurred, look at it through the lenses of how you can improve in the future to beat the competition together.

Focus on interests - classic getting to yes! Negotiate. Consider options. Question beliefs - validate with real data and up to date input. Don’t assume

When facing global challenges like climate change or human rights, it's easy to dig our heels in. But the key is to look beyond immediate stances and see the bigger picture. For instance, in the climate debate, rather than getting stuck on carbon tax 'yes or no', we can all agree we want a liveable planet. It’s about finding that common ground, the shared values that unite us—like a commitment to future generations. That’s the foundation from which we can build solutions that respect all viewpoints and tackle those massive issues together.

Shift the focus from entrenched positions to underlying interests. Uncover motivations and concerns from each party. This approach fosters understanding, revealing common ground as the foundation for rebuilding trust. Emphasizing collaboration over confrontation paves the way for a renewed partnership

I recently reviewed around 100 emails in Superglue to figure out what drives partner engagement. When it comes to language, a casual, friendly, personal tone performs the best and can double reply rates. Drop the formalities. If it sounds too grandiose or something you wouldn't say in person, rethink it. Instead of sounding overly authoritative, aim to sound interested and engaging. Initiate a conversation.

I don't leave anything to chance. I ensure the trust is there from day 1. I get on a plane and go visit face to face. Working session in office followed by a social gathering where no business is discussed. Build the business and personal relationship.

I have simply been stubborn on the vision and values, flexible on tactics - my communication most times has been deterministic - putting causes and effects in context…giving everyone a voice, asking “how do you feel about that?” Sometimes has backfired.

In addressing challenges where businesses and consumers both play a role, using collaborative language is key. It’s about shifting the conversation from “You need to do this” to “How can we work together to achieve our common goal?” This approach acknowledges shared responsibility and encourages collective action. For example, in tackling plastic pollution, it's not just about businesses reducing packaging; it’s also about consumers making sustainable choices. By communicating in a way that fosters partnership and shared objectives, we can create a more effective, united front against these complex issues.

The choice of language in conflict resolution is pivotal. Utilize a collaborative language that underscores joint problem-solving. Phrases like "Let's work together to find a solution" create a shared responsibility, nurturing a sense of unity and rebuilding trust through a cooperative approach.

Listen first so as to use the same vocabulary and, above all, connect the solution proposals by showing the impact on what is important for the other party.

Rebuilding trust in a partnership can involve open communication, setting clear expectations, demonstrating reliability, and gradually rebuilding connections through consistent actions, using someone already trusted as a sponsor can help rebuild trust in a partnership. Ensure the sponsor provides support and aids in repairing the relationship.

Na presença de conflitos que resultam em obstáculos nas relações, especialmente entre sócios ou parceiros, buscar apoio externo torna-se altamente benéfico por diversas razões. A imparcialidade de um mediador externo, o emprego de técnicas avançadas de resolução de conflitos e a implementação de ferramentas especializadas são elementos cruciais para superar impasses e revitalizar a colaboração. Além disso, a orientação externa proporciona um realinhamento eficaz da comunicação, promovendo uma abordagem mais construtiva para lidar com desafios e fortalecendo os alicerces das relações profissionais.

We once had an issue where a tech provider blew up a customer’s annual event hosted on our platform. The key stakeholders were not just the partner, the customer, and I, but also the CSM and their leadership who had to work tirelessly to resolve issues on the fly. It was important to get their perspective as we found a resolution for the issue. At the same time, emotions will run high so you should view calls to “never again work with this partner” with caution. It’s on the partner to regain the trust of the CSM and Leadership, but you are the voice of the partner internally.

I practise mutual permission to bring people in, have been quick to relate who needs to be at the buy-in table, who has leverage, who doesn’t. Partners need specific direction here, or you have wasted time, leaked some trust…

In complex or highly charged situations, like those involving existential issues such as climate change, seeking external support can be invaluable. An independent expert or mediator can offer a fresh perspective, helping to break down barriers and facilitate constructive dialogue. They can guide the conversation towards solutions that align with the shared goal of sustainability, offering a neutral ground where all parties can express their concerns and work towards consensus. This approach can be crucial in rebuilding trust and finding effective solutions to the most pressing global challenges. Interestingly this is a role the UN does quite well !

In cases of significant trust compromise, seeking external support, like a neutral mediator, is invaluable. An unbiased third party provides perspective, guides discussions, and facilitates a structured resolution process. External support aids in rebuilding trust more effectively and impartially.

Partnerships are not a zero sum game, and resolution of issues of trust are no different. At the end of the resolution process, both parties must feel the alliance has been maintained, if not strengthened by the process. Everyone should come away feeling as though they have been heard, have made a significant contribution to the discussion, and have come to an agreement that appeases all of their stakeholders in the short, medium and long-term. If the process has been facilitated in the correct manner, the problem should have been turned into an opportunity for increased inclusion, heightened transparency, and even greater cooperation and awareness.

One of my colleagues told this to me and it still resonates. He said: it's not about the conversation I'm having in the room with the person when trying to form the partnership. It's about the meetings, interactions, and minutes I've spent with them leading up to that point. If I'm banking on that one conversation to partner with someone, then I haven't done my job right.

“Why did the conflict occur? Can this be resolved?” Process issues will happen and there will be friction, misunderstandings etc. these are easy to resolve. Much harder are incentive misalignments and lack of trust / commitment. If you sense these issues can’t be resolved, don’t be afraid to walk away. No single partner should be too important to loose, and it will save you tons of heartache if you make a tough call now.

Partnerships sometimes are not win-win; you need to understand the values and culture at each platform, who leads, who follows, and make space for continuous negotiation.

When trust is broken, partnerships become just a contractual discussion focused on who is right not on what is right, or on who is wrong and not on what is wrong. True partnerships thrive when the trust established between partners is based on Values, the mission of the project, mutual appreciation and a higher purpose. Most projects have SLA that are usually KPISs, numeric deliverables, but they don’t have BE GOALS. Be goals are values based, character goals that establish the foundation of the relationship. Partners that share similar core values will have less conflict and will hold each other responsible for always taking the higher road.

I have seen and found that perspective is very important. Understanding the other persons perspective and seeing things from their point of view can go a very long way to helping build trust, among many other things. This involves listening, digesting what is being said and attempting to make sense of whilst removing your ego and emotions. Taking the time to understand someones frame of mind and take on a situation or discussion point can really help progress situations positively.

Beyond core strategies, delve into the broader context. Evaluate root causes of trust breakdown and implement preventive measures. Establish clear communication channels and expectations for the future. Cultivate a culture of accountability and continuous improvement within the partnership. Reflect on lessons learned from the conflict, incorporating them into the partnership's growth strategy. Addressing conflict comprehensively fortifies the partnership, not just rebuilding trust but also preparing for future challenges proactively.