On June 23 this year, the British public took an unanticipated and dramatic decision that not just laid the foundation to a more than friendly divorce from the EU and splits between United Kingdom partner countries as well. This decision is a great example of a partnership, no matter how small or big. For more detail information please visit>>> https://binsmarketing.com/ https://dellaterrawellness.com/ https://advancedmobilesurveillance.com https://guardsondemand.org https://www.frebike.com https://www.ava360.com Partnerships can be a bit complicated. If your foundations aren't solid, you're laying down the path to ultimate collapse. What lessons can be learned from recent events? How do we prevent the possibility of Brexit partnership crises? 8 Leçons we can take from the Brexit 1. Stay focused on the ultimate goal The founding fathers, Monnet and Schumann, had a vision of the creation of a united Europe Their dream was a Europe where each country would not be able to use the arms of another. The memory of the bloodshed of war was fresh and sufficient to prompt six European nations to join to make the European Coal and Steel Community which evolved into the European Economic Community. Forty years later, under Jacques Delors, the 12 European member nations evolved into the Single Market, adding the free movement of capital, goods, services and workers to the Vision. It would evolve into a unique shared services arrangementthat eventually grew to encompass 28 nations. This is a fantastic Vision in theory, but it's difficult to implement in practical terms. The four freedoms work most effective in a context which sovereignty, language and identity are not as important to the idea of one-tier Europe without conflict. Visions are the embodiment of the ultimate purpose. It takes some time to get there. The vision's collaborators will come up with a series strategic plans with interim goals. Every plan must be centered around the ultimate goal. The dreams of the founders begin to diverge from expectations that evolve with time. Strategies will require that you surrender some control. The trust has to be earned, not blind trust. It must be earned and shared in a continuous manner. Lack of communication, infighting and poor publicity could ruin the whole process. For certain people individuals, the EU was out there and, aside from the usual negative press coverage in the media (to increase sales), Europe wasn't perceived as having done much, other than leaving the floodgates open for foreigners to come and take their jobs. Prior to the referendum on June 23rd those who supported the exit vote could capitalize on the lack of clarity of the EU is doing by promoting fears of being out of control of national interests. Partners bring into the Vision their own goals and beliefs. A business partnership could have an Vision that is based on the pooled resources of two or more firms who are looking to strengthen their market share. A vision for a community partnership could be one that makes a difference in the lives of people and their communities. Every partner brings their expectations to the table in every situation. How can they accomplish the goals? 2 Agendas can change Every person who arrives at the table with a plan. The items that are visible are placed on the table but certain items are secret. As the circumstances change agendas may also be altered. This includes management, financial and social. The UK is known for being innovative and seeking to achieve its objectives, even when in conflict with other European powers. Margaret Thatcher fought for a better financial arrangement in 1984. John Major, in the 90s, was successful in exclusion of the UK from the social Chapter under the Maastricht Treaty. These are examples of the relationship between the UK and our European partners, and help provide the explanation for the less than happy marriage and expected divorce. Agendas underpin need. For every country, there is a perceived need to be in the Union. France was looking to profit from the post-war West Germany. Britain would like to stop the economic decline. If you are looking to establish long-term trust in partnerships partners, every partner has to be clear about their goals. This is often not the case. Partners are able to hide the true reason for their partnership. Partners may end up in a difficult situation, or even lose their financial security in the event that they do not know that a partner is making use of the partnership for the benefit of their own. 3 Form partnerships based on solid foundations In the same way as in the story of the foolish builders who constructed their homes on the foundations of sand, partnerships that are that are built on weak foundations are more prone to fall apart when faced with difficulties. The European Economic Community was built upon the solid vision and the values of a generation that were engaged in major conflicts. Throughout the first 35years of the Community, member countries only had to gaze at the Berlin Wall to be reminded of the divisions in Europe. October 1989 marked a significant moment in the development of Europe. It started the process of healing and laid the foundations for a bigger, more solid European Union. The foundations of a great relationship can be assessed by trust, dedication to values, principles, and culture. If it wasn't for trust, the EU would not have grown to the point it has reached in the past 60 years. It could have been anywhere between six to 28 countries with no trust. Whilst trust was high within the wheels and cogs of the European machineries for decision-making and administration, it didn't necessarily ripple across the entire continent. Commitment is an interesting concept. Each country brought its own agenda to the table, which enabled the participants to determine their own level of commitment. Each step in the process led to increasing of the EU's strength was an assessment of commitment. These milestones were marked by diverse Treaties that were signed by the member states. In 1991 the UK was able to negotiate its exit from the Social Chapter of the Maastricht Treaty. The countries that have joined since 1990 are now required to join the European Exchange Rate Mechanism (ERM) and to adopt the Euro as a part of an economic and financial union (again an obligation of the Maastricht Treaty). The creation of the European Single Market (in 1993) was a significant step in the direction of achieving this goal. The introduction of the European Single Market in 1993 was a major improvement in the free movement and capital of goods, people, and services. It was further facilitated by the elimination of physical barriers, which included the incorporation of the Schengen Area into the competences of the EU under the 1997 Amsterdam Treaty, as well as the removal of border control between several members. As European integration deepens and member states are required to extend their commitment a step further, and some might say that they are moving further away from their sovereignty. When it comes to partnerships commitment follows a similar path. Partners agree to commit to a specific agenda. As time progresses they may be asked to make further commitments in accordance with an agreed-upon direction. Sometimes, the expectations become too high, and partners start to withdraw. Sometimes, internal distractions, change in management, or changes of direction, influence the partners' commitment. The EU has endured and expanded despite continuous change in the governments of its members and despite internal conflicts (eg the unification of German). The first sign of a shift in direction is the British referendum decision to exit the EU. The EU's Values Statement says that the Union was founded on the principles of "respect for the dignity of human beings" as well as freedom, democracy and equality, as well as the rule of law and the respect for the rights of all people, including those belonging to minorities." It also states that "these values are shared by all the Member States in a society in which pluralism, non-discrimination, tolerance, justice, solidarity and equality between women and men are the norm". The fundamentalprinciplesBritish values include democracy, rule of law and freedom of choice for individuals. They also promote mutual acceptance and respect for people of different faiths and beliefs. While these values seem like they are however, the EU values declaration is more firmly based in its social facets in comparison to UK principles. This is the issue in the free movement of individuals. The UK is seeking to restrict the movement of people into the UK. The UK Principles were always slightly different from EU principles. These values are based on the different philosophical perspectives. The UK is an island and has a natural barrier that restricts the movement of people around. It also symbolizes British sovereignty. The British citizens have the capacity to declare enough is enough. While continental Europe does not have boundaries, the stories of its people are quite different. When it comes to partnerships, different philosophies / views must be considered. A bank will not be able to work with an organisation founded on social justice. Many UK manufacturing companies that have paternalistic roots for a long time are now closed. Investment bankers who are keen on the land's economic worth have bought them and sold them. The achievements of the EU has been incredible considering it is a union of different cultures. The tapestry of the European Union is rich in culture, which is enriched by the wide range of written and spoken languages. It is easy to comprehend why people are confused when they look at the cultural landscape in which is the way that the EU operates. The EU Decision-making system is complex and is different from how the UK operates. People aren't interested in information until it has an impact on them. Therefore, it was simple to Brexiteers to deceive the general public. A good example of the sensitivity of EU culture is what transpired during the outbreak of the mad cow disease epidemic. I was in Brussels the very day the whole thing erupted. The crisis meetings were held in Brussels and the meetings appeared to be moving from one place to the next every two hours. I can remember seeing cavalcades moving from one location to the next across Brussels at least a couple of times throughout the time of the day. Absolutely insane. Like all nations, every organization has its own distinct culture. An organisation that has a culture of risk avoidance is quite different from one with a culture of creativity. Even sole traders can have an impact on a partnership. Two controlled will encounter difficulties in the near future. Anyone who is risk-averse will need to compromise if they are to partner with somebody who is unable to make decisions. Partnerships built on trust, commitment, the same values and beliefs and cultures that are compatible are more likely to lasting. The partnership could be ruined if one of these foundation stones are removed. Of them all, trust is the most delicate. If you break trust, the rest will fall like a deck of cards.