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ASAE's strategic partnership with its allied societies of association executives is now in its second year and continues to evolve. There have been numerous requests for copies of the agreement from association leaders looking for ideas in changing the relationship between the national office and its local, state, and regional component organizations. All who request such copies should be cautioned that the agreement does not capture the nature of the relationship, as the true quality of the partnership can not be spelled out in contractual terms.

A SAE's strategic partnership with its allied socities of association executives is now in its second year and continues to evolve. I have received numerous requests for copies of our agreement from association leaders looking for ideas in changing the relationship between the national office and its local, state, and/or regional component organizations. I caution all who request such copies that the agreement doesn't capture the nature of the relationship, as the true quality of the partnership can't be spelled out in contractual terms.

In the evolution of the ASAE-allied society partnership, the most significant conversations were about the goals we mutually hoped to accomplish, focusing on how the profession would be better served and members' experience enhanced if our efforts were more collaborative and our energies more concentrated. We envisioned that each member, regardless of location, would have access to a strong, national organization, representing the entire profession and serving as a repository of knowledge and resources. The regional society would act as a local community of practice with common legislative, economic, and cultural issues. Finally, setting clear objectives and achieving a common vision would give each stakeholder a place at the table.

In the process, fundamental questions had to be explored: What obstacles are we likely to encounter? What can we do to look at each party's objectives and find ways to achieve a win-win situation?

Getting to "yes"

Realistically, such partnerships are difficult to establish and even harder to maintain, for several reasons.

1. Often during negotiations, each party is looking to win its points and gain the upper hand. The potential partnership is then harmed initially, as the party who gave in for the success of the relationship may feel diminished. Accomplished negotiators pay close attention to what the other party is seeking and try to achieve it. Put yourself in the other's shoes: How valuable are you to them? How would the relationship feel from their vantage point?

2. If the parties have had a history of conflicts, forward progress is difficult unless the parties put on the table their fears and points of contention. Partners who are committed to a successful relationship will seek to establish open dialogue and mutual trust as well as acknowledge shortcomings.

3. Partnerships cannot correct either party's internal problems. Each is responsible for its own success-in and out of the relationship. Factors such as organizational culture; size, scope, and resources of each partner; competitive position; outside alliances; and personality styles are all significant to the dynamics of the negotiating process and can inhibit agreement if not taken into account.

Making it work

Once agreement is reached, there are bound to be missteps and it is only natural that historical assumptions might lead one party to accuse the other of malice. Then, too, the leaders of two organizations may agree to a partnership without fully understanding how specific provisions will be implemented and what internal changes may be required in business processes, communication, and even style of work. To make the most of the relationship, follow some simple guidelines.

* Share information throughout each organization so that buy-in is achieved at all levels.

* Establish regular checkpoints to determine whether the partnership is working-giving each party the opportunity to recommend changes, voice concerns, and address issues before they escalate.

* Treat the early stages of the partnership like courtship-- under-promise and over-deliver. Like successful marriages, the benefits of working together are greater than the possibilities achieved working individually.

And where are ASAE and the allied societies after one year? Of the 62 societies, 47 have joined the partnership program so far. We've experienced successes and challenges. We've launched some new initiatives and evaluated others as needing more work. Each of us has changed the way we relate to the other and the way we operate internally. We haven't reached our goals, but that first anniversary is worthy of a celebratory toast.