By Carlo M. CuestaI was running out the door to a meeting when Heidi Hunter-Batz, Pillsbury House Theater's Breaking Ice program director, called me. She wanted to know if Creation In Common would be interested in forming a partnership to manage the sales and marketing of the innovative improvisation based theatre group that tailors performances for clients to raise awareness and inspires dialogue about socially and culturally sensitive issues. A year earlier we had worked closely with Heidi and the theatre's co-artistic managing director, Noel Raymond to create a business plan for Breaking Ice. By the end of the planning process, Creation In Common had an in-depth understanding of the venture and its value to the marketplace.
When Heidi and I discussed it on the phone, forming this relationship seemed like a good idea but there were many questions to be answered. It took six month's from Heidi's call to the day we officially began the partnership. In looking back, we used our time wisely to carefully evaluate the opportunity of working together. Here is what happened:
- Setting Agenda and Timetable – The first thing we did was set an agenda and timetable for our discussion. This helped us understand who besides us needed to be involved in the discussions as well as what information was needed to be able to make key decisions. This was important because there would be other people who wouldn't be present at some discussions but would be part of the decision about forming the partnership and how it would work moving forward.
- Envisioning the Partnership – Once the agenda and timetable was set, we spent several meetings talking conceptually about what the partnership should look like. Using the business plan as a guide we discussed the results we wanted the partnership to create, the roles and expectations of each partner, the systems we would use to work together, and what measurements to use to evaluate each other and the partnership. The results of the each meeting were written into a concept paper that was reviewed at the top of the next meeting.
- Connecting with Values and Goals – Often partnerships have difficulty getting beyond initial conversations because each side lacks information about how the partnership will work to support their organization's values and goals. The concept paper provided enough information for the leadership at Creation In Common to review the opportunity and examine how it fit our overall business goals. Also, the process of envisioning the partnership and writing the concept paper with the theatre helped us understand how they worked, what values they hold dear, and how these principles meshed with our own.
- Negotiating the Financial Arrangement – Early on Heidi and I made an agreement to not discuss the potential financial profitability for each organization until we had conceptualized the partnership and knew that its formation would be in the best interest of both parties. At this point, discussions were focused on what financial arrangement would best support the success of the partnership. The culmination of our previous work together allowed for very open negotiations about money. We understood the costs each of us would have, the risks we were willing to take on, and the expectations we would have of each other. We recognized how we would be dependent on the other in order to be financially successful.
- Contracting – This was the easiest part of the process and the most important. By engaging legal counsel to put all our work into a contract, we were able to troubleshoot any items we'd overlooked. Our contract governs not only how we succeed together, but also how we can safely end the partnership if needed.
Now in its second year, I am pleased to report that the
Breaking Ice partnership is indeed very successful: We have achieved our annual sales goals (in the first quarter!); have successfully entered our targeted new markets (locally and nationally); and have developed the artistic company to meet the increased demand without sacrificing the integrity of the program. Along the way there have been definite turning points where difficult decisions had to be made to ensure success. All of these decisions have been guided by the work we did during those first six months. Today, our work is sustained by the trust we have in one another, our respect for each other's contributions, and the strong commitment we share to make
Breaking Ice a success.
