Together with a partner, you can create a profitable business, which can be a highly rewarding professional experience. But what if one of you decides it’s time to break off and go your own ways? Maybe you think you’re doing the majority of the effort. Or it would greatly benefit the company if you could use that equity to hire fresh people.
It’s vital to make sure your divorce is amicable for the benefit of the business you’ve developed, as well as your employees and brand. There is no reason why you can’t keep giving each other value during the transition if both parties are communicative and the cause of the split is obvious.
Connecting his or her business to other organisations is one of the most clever moves a business leader can make. In fact, according to PwC’s annual CEO survey, 49% of respondents were actively planning a partnership.
However, even when a business relationship gets off to a wonderful start, there are still plenty of possibilities for it to diverge from its original goals or shift course.
A collaboration that is rational and connected with one’s values can be very advantageous, but executives must learn to spot when a partnership is no longer necessary.
How to Terminate a Business Partnership
Separating from a partnership is usually a difficult choice to make. Furthermore, businesses rarely have a thorough plan in place for how they will deal with the breakup.
How to Recognise When Your Business Has Outgrown a Partnership
You can utilise three different types of indicators. Start by using KPIs to describe the functionality of your company. The relationship may not be healthy if one of your performance indicators is declining while your partner’s is soaring.
Second, you could be better off using the resources somewhere else if a partner requires a significant amount of time and requires constant administration or oversight.
Third, why not manage the project internally if your organisation has the necessary resources and expertise? Business leaders will have a clear notion of which collaborations are adding value and which warrant severing ties by keeping a watch on these three partnership-related indicators.
Gather Their Information
Avoid leaving without a strategy for the transition. Make a list of the partner’s special areas of expertise and create an internal plan for who will assume those duties. Try to set up knowledge sharing, shadowing, or having someone stay on from an operational standpoint until the transition settles if the partnership ends amicably.
If both parties are open to communication and the reason for the break is clear, there is no reason why you can’t continue to add value to each other during the transition.