Partnerships – Eight Lessons We Can Learn From Brexit

The decision of 23 June by the British public was a surprise and significant. It sets the scene for a hostile separation from the EU and an uneasy relationship between the countries that are part of the United Kingdom. This is an excellent illustration of the power of partnerships regardless of how small or big.

Partnerships can be a bit complicated. You’re creating a risk for failure when your foundations are not strong. What lessons can we learn from the recent events? How do we prevent the possibility of Brexit crisis in the partnership?

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8 Lessons Learned from the Brexit

1. Keep your eyes on the end objective

Monnet and Schumann, the founders of Europe believed that Europe could be one. They imagined an Europe where no nation could be a victim of another. Six European nations gathered to create the European Coal and Steel Community that evolved into the European Economic Community.

40 years later, the twelve European member states have merged into the Single Market. The single market allows freedom to move goods, capital, and labor to the Vision. It would evolve into a unique shared services arrangementthat eventually expanded to encompass 28 countries.

It’s a wonderful Vision in theory, but it’s not easy to put into the real world. The four freedoms work ideal in a world where sovereignty, language, and identity are not as important to the idea of one-tier Europe free of conflict.

Visions represent the ultimate objective. It takes time to achieve them. The vision’s team will develop an array of strategic plans that include intermediate objectives. Every plan must be centered around the vision of the company’s founders. The founders’ goals start to diverge from changing expectations. Strategies require you to surrender some control. The trust has to be earned and not based on blind trust. It has to be earned and then shared repeatedly. The entire process could be ruined by bad communication, conflict, and negative publicity.

Many thought that the EU existed. Apart from the negative press coverage it was receiving in the media (to boost sales), Europe didn’t seem to be doing anything other than allowing more foreigners to enter Europe and taking over their jobs. The supporters of an exit referendum profited from the uncertainty of the nature of what the EU does and fueled fears of losing control over the country’s attention in the days before the referendum on June 23rd.

Each partner contributes to the Vision each with their own thoughts and goals. A business partnership could have an Vision that is built on the resources of several businesses looking to expand the market share of their company. A vision for a community partnership might be one that can make an impact on the lives of individuals and their communities. Every partner brings their own expectations into the discussion in each situation. What is the most effective way to realize their goals?

2 Agendas can change

Each participant brings an agenda to the table. Certain items are public and others are hidden. If the situation changes agendas may also be modified. This includes the management, financial and social. The UK is known for its innovative and seeking to achieve its objectives, even when it’s in conflict with other European powers. Margaret Thatcher fought for a better arrangement for the financial system in 1984. John Major, in the 1990s, achieved in excluding the UK from the social Chapter under the Maastricht Treaty. These are examples of the connection between the UK and our European partners, and our European. They also provide the criticisms regarding the unsatisfactory marriage and the anticipated divorce that was rocky.

Agendas underpin need. Every country feels the desire to be part of the Union. France was looking to profit from the post-war West Germany. Britain was determined to stop the its economic decline.

If you wish to establish long-term trust within partnerships every partner should set out their objectives. However, this is not always the situation. Partners may conceal the real reason behind their partnership. Partners may end up in a difficult spot or be unable to secure their financial security if they aren’t aware that whether a partner is making use of the partnership for their own benefit.

3 Form partnerships based on solid bases

Like the tale of the builders who made their houses on foundations of sand, partnerships that are that are built with foundations that are weak are more likely fail when confronted with challenges. The European Economic Community was built on the principles and goals of a generation that was deeply involved in major wars. The Berlin Wall was the only evidence of a divided Europe during the past 35 years. it took member nations to experience during the initial 35+ years. October 1989 was a major moment in the development of Europe. It began the process of healing and laid the groundwork for a more expansive, united European Union.

Values, trust, commitment and philosophies are all essential components of a successful partnership.

The EU could not have the capacity to achieve the levels it has reached in the last 60 years without trust. It would have been at six to 28 countries with no trust. While trust was high in the European machines for decision-making and administrative machinery but it was not always extend to the rest of the world.

It’s an intriguing idea to be committed. Each country brought its individual goals to the table that enabled the countries to discuss their levels of commitment. Each step in the process led to growing of the EU and was an assessment of commitment. These milestones were marked by different Treaties that were signed by the member states. The UK decided to leave the Social Chapter in the Maastricht Treaty in the year 1991. All countries that signed the European Exchange Rate Mechanism in 1990 are required to join and accept the Euro as part of an economic and monetary union. This is also a requirement of the Maastricht Treaty. The establishment of the European Single Market (in 1993) was an important step in the direction of achieving this goal. The establishment of the European Single Market in 1993 was an important move forward in facilitating the free movement of capital of people, goods, and services. It was further facilitated by the removal of physical barriers. This included the inclusion of the Schengen Area into the competences of the EU under the 1997 Amsterdam Treaty, as well as the elimination of border control between several members. As European integration expands the member states are required to take their commitment one step further and, some might argue that it is away from their sovereignty.

Partnerships are like any other type of partnership in the sense that they demand commitment. Partners agree to adhere to an agreed-upon plan of action. As time passes partners could be required to make further commitments that follow the agreed-upon direction. Some partners withdraw when expectations are excessive. Sometimes, partners are distracted by internal conflicts or a change in direction or management. This can affect their willingness to work together. In spite of constant changes to the governments of its members and internal conflicts (eg the unification of German) The EU has expanded and has survived. The first indication of a shift in direction is the British referendum vote to leave the EU.

The EU’s Values Statement says that the Union was built on the principles of “respect for the dignity of human beings” liberty, democracy, freedom and equality, in addition to the rule of law, and the respect for the rights of all people, including minorities.” These values are shared by all Member States of an EU society that encourages diversity and tolerance, equality as well as justice and solidarity and equality between women and men.

The basicprinciplesBritish values include the rule of law, democracy and freedom of choice for individuals. They also promote mutual respect and tolerance between people with different religions and opinions.

While the values are comparable however, the EU values declarations are more focused on social issues rather than UK values. This is the issue with the freedom of movement of people. The UK is seeking to restrict the flow of people to the UK. The UK Principles were always slightly different from EU principles.

These values are a reflection of different views on philosophy. The UK is an island, and is protected by a natural barrier that hinders people from freely moving about. It also symbolizes British sovereignty. The British people can declare that enough is enough. Although the continent of Europe has no natural borders, the history of its inhabitants are different.

Different beliefs and philosophies must be taken into consideration when working with partners. Banks will not be able to collaborate with an organization that is founded on social justice. A lot of UK manufacturing firms with paternalistic roots for a long time are now shut down. Investment bankers attracted by the land’s financial value have purchased them and sold them off.

Since it brings together diverse cultures, the growth of the EU is awe-inspiring. The tapestry of the European Union is full of culture and is enhanced by the variety of written and spoken languages. It is simple to see why people get confused when they look at the way in which is the way that the EU operates. The EU decision-making procedure is more complicated than that of the United Kingdom. The public doesn’t seek out information until they have an effect on their lives. Therefore, it was easy to let Brexiteers to mislead the public.

One instance of the delicate character of EU culture is the Mad Cow crisis. On the day that the whole incident began to spread I was in Brussels. The meetings for crisis took place in Brussels and it appeared that the meetings were changed from one location to another every two hours. There were a couple of times I witnessed cavalcades of people going from one place to another in Brussels. Absolutely insane.

Every organization is a nation with its own unique culture. A culture that is based on risk-aversion could be quite different from one that encourages innovation. Even sole traders could affect the partnership. Control people and those who are control freaks are bound to be in trouble very soon. If they wish to work with someone who is struggling to make choices, someone who will take risks must be willing to compromise.

Partnerships built on trust, commitment and shared values, philosophies and mutual respect are more likely to remaining together. The relationship could end in disaster in the event that one of these foundation stones are taken away. Trust is the most delicate of these. It is possible to break trust, and the rest will be a slammer like the cards in a deck.

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