How can you build trust with a partner after a change in leadership or ownership?

1. Tell them what others aren't telling them. 2. Be predictable. 3. Tell them what they need to know, not what they want to hear.

Share the vision and tell them how they play a role in that vision. Stay engaged and supportive. Over- communication is never bad.

Stay consistent and transparent. Be truthful, do not make false promises. Keep lines of communication open. Then, stay true to your word and do everything you stated you would do. Keep your word.

- Sé impecable con tus palabras y da siempre tu opinión sincera y colaborativa. - Manifiéstate receptivo y abierto a los cambios. - Genera buen clima para el diálogo

Comunicarse con claridad y frecuencia es esencial para cualquier relación interpersonal o laboral. Mantener una comunicación abierta y transparente ayuda a evitar malentendidos y fortalece los lazos entre individuos. La práctica constante de expresar ideas de manera clara y mantener una comunicación fluida contribuye al éxito en cualquier ámbito de la vida. La escucha activa y la disposición para comunicarse son pilares fundamentales en la construcción de relaciones sólidas y efectivas.

I truly feel this article is missing something very important. Yes communicating about the change as described is important. Yet they don’t care about your ( a new leader’s message ) until they know like and trust the person sharing it. Communicating who you are in word and action is vital here.

Attend meetings, respect each others time and be intentional about the objective. Stay focused on the mutual benefits of the partnership.

By the time an ownership or leadership change actually occurs, people aren’t as shocked as you might think. Rumors had probably been flying for months, so they were ready for change. What they really want now are answers to help decide if they still want to belong. They think; 1) Who are these guys? 2) What do they believe in? 3) What’s in it for me? New and existing leadership should reinforce the power of a unified vision. Immediate, clear, and consistent interaction at all levels should provide a drumbeat of information about - Who we are (core values), Why we do do what we do (core purpose), Where we’re going (long term target), and what will we build together along the journey (near term picture).

This is key!!!! Commonality builds trust and if we are not energized by unity and commonality of person or direction, no willing followship will happen.

Partnership means there is a win win relationship for all parties. Take the time with new leadership to ensure that the structure of the agreement/partnership reflects that intention. Where there are areas to improve ways of working, that can strengthen the partnership, start talking about those early. Thus allowing all parties to work toward an outcome that benefits all. Then start the road map on how those changes can be implemented.

Each and every partnership is a two-way street. While you may have the "story" as to the change in ownership and structure, let the partner be heard in terms of how they feel about the change, and how that can potentially affect the partnership. It's always good to get feedback on what is being said and felt outside of your company walls.

I use these situations to leverage even larger opportunities with the partner. Step 1 is to educate the new management about your company and what you can do for them. Showing some quick wins - they definitely need them. Also, to clearly articulate the history, achievements, and value of the partnership so far. Then I like to go through the Start - Stop - Continue exercise together, evaluating the workstreams and identifying future opportunities. For inspiration I recommend the "The First 90 Days" book by Michael Watkins. Although it's written for leaders transitioning into new roles, its principles about assessing, adapting, and thriving in new environments can be applied to managing changes in partner management effectively.

Changes in leadership seldom continue on the same path as their predecessors, hence the change. Be sure to align with the new framework and recruit, once again, every single one of the current partners. This time you have to sell them on the new vision, mindset, and best practices that the new leadership is bringing along.