Partnerships are beautiful in theory. The best storylines have images of romance, synergetic meet-ups, speaking the same language, and even small quips that end in great make-up “sessions” that keep alonging for a never-ending honeymoon phase – and these are the business partnerships. In reality, leaders seek out partnerships to help achieve goals, grow their impact and reach. At the heart of the richest partnerships is collaboration and trust. Without trust, plans fail, relationships crumble, and progressstagnates. So, how do you lay a foundation for trust to be front and center? The concept of "first truth first" emerges as a guiding principle, steering us towards genuine and fruitful connections.
Originating from the Radical Collaboration framework, "first truth first" advocates for embracing honesty and transparency from the outset of any interaction. It champions the notion that authentic communication, grounded in truthfulness, is the meeting place where trust becomes the expectation instead of the exceptional. “First truth first” prioritizes the disclosure of our genuine thoughts, feelings, and intentions. Essentially, it paves the way for meaningful engagements and sustainable collaborations. We don’t want to unfairly put the pressure on our partners to be mind readers.
At the heart of "first truth first" lies the cultivation of self-awareness—a willingness to confront our ownbiases, fears, and insecurities. This introspective journey empowers us to recognize the importance ofauthenticity and to acknowledge the impact of our words and actions on others. By fostering a habit of self-awareness, we not only enhance our ability to communicate openly but also deepen our understanding of the dynamics at play within any partnership. It can’t be a one-way street.
I worked with a team that had been working together for an average of 15 years together. They all cordiallyspoke of their “respect for their colleagues and their work” and yet I was hired to help them arrive at some consensus of how they would move forward together. The conflict impacted the roles they played in the department, who was responsible for what, and even their capacity to scale their department. After completing individual interviews with each member of the team, I learned that the number one block to their ability to resolve the conflict on how to move forward, was each person had a different perspective on whatwas keeping them from moving forward. After taking them through a series of consensus workshop sessions, they were able to not only to clarify to the group their experience and perspective to create shared awareness, but also determine how they would move forward, but also hold the group accountable just from being able to share with one another what was the catalyst for each of them that kept their foot on the break instead of on the gas for them to move forward. The one-way street became a map they all contributed in the decision on how they would move forward together.
"First truth first" also underlines the significance of authenticity. Authenticity transcends surface-levelinteractions, inviting us to share our true selves, flaws and all, with those we seek to collaborate with. When we fail to speak "first truth first," we become a mirror of inauthenticity, reflecting a facade that erodes trustand undermines the foundation of our partnerships. Whether things get sticky or confusing, or we want more or less from our partners, the opportunity to strengthen the relationship and grow happens when we start on getting clear on what we want and need, then sharing it with our partners.
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