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If a partnership doesn’t work, the response should be to keep looking for one that does work. You learn from the experience, and search for a better partnership. Just look at the ultimate partnership in our society, marriage. We know the odds of having that work—they say it is 50 percent. I’d take those odds in business. But there’s something more. Take the list of partnerships profiled in this book and put it alongside a list of individuals who have had similar success on their own. On paper, everything might line up—the dollar figures, the stock amounts, the titles and the companies. But dig deeper, and you’ll find something else, something far more important, and by far the most compelling argument for working together. Happiness. Partnerships all made these people happy, and happier than they would have been had they worked for their success alone. They had someone else with whom to experience the challenging lows and the ecstatic highs; another person in the trenches, another person to pop the champagne. Not too long ago, the Atlantic Monthly published a Harvard University study in which over 250 men had been interviewed every five years since the 1940s, to determine what really makes someone happy. To summarize the results, there was just one overriding cause of happiness: sustained relationships over a long period of time. Wealth and social class didn’t mean anything, and even exercise helped only so much. What mattered was having real communication with someone, love, and friendship—all of which you get through a sustained loving marriage or significant relationship, strong continued contact with your siblings, extended communication with grown children, and satisfying business partnerships. In the study—and it is among several that have shown the same conclusions—having real relationships was what led to other factors that were common among happy people: passing wisdom down to future generations, and being adaptable and able to bounce back from disappointments. These come with partnership. I am not surprised some of the happiest people I have known for years include the people profiled in this book. John Angelo is as happy now as he was when we were eight years old. And I am happiest when I am collaborating on a project with someone else, as I did on this book with Aaron Cohen. The highs and lows, the successes and the failures, the feeling of being with someone you know is smarter than you are, all the while confident they think the same way. Working together is much better than working
Working Together
Michael D. Eisner and Aaron R. Cohen
Ironically, more questions should arise the better the performance and the longer the streak runs. “How is this possible?” is the question that should be on the tip of every board member’s tongue. Too often boards take a hands-off approach to CEOs who meet numbers goals. When the company continues to do well, boards almost always coast. While more is coming (in Chapter 5) on boards, this antidote applies to everyone, from shareholders to analysts.
The Seven Signs of Ethical Collapse
Marianne M. Jennings
A commitment to fixed-schedule productivity, however, shifts you into a scarcity mind-set. Suddenly any obligation beyond your deepest efforts is suspect and seen as potentially disruptive. Your default answer becomes no, the bar for gaining access to your time and attention rises precipitously, and you begin to organize the efforts that pass these obstacles with a ruthless efficiency.
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