Dance Lessons

7

Blocking Out

Your Performance

Together

A

dancers to try out their moves. First, the rules are

discussed; everyone gets a chance to review them

and suggest changes before they are finished.

Once everyone agrees and understands, the

dancers begin moving about according to these

rules. As the moves grow more and more familiar

and instinctive, the creative instinct takes over,

and the dance takes wings.

101

AS THE REHEARSAL PROCEEDS, THE TIME ARRIVES FOR THE

LESSON

102 STEP THREE: REHEARSING

Partnership Protocols:

The Bedrock Basics

All performances are based

on a set of protocols—the principles, truths, conventions, and

rules honored by those who engage in the effort. In poker,

everyone agrees that a full house is a pair plus three of a kind.

Writers in the English language accept that “alphabetical

order” means A, followed by B, followed by C, and so forth.

Basketball players never argue about how many points they get

for a free throw from the foul line.

In dance, the mechanics of how and where on the stage the

dancers will perform is known as blocking. Dancers walk

through the steps so each gets a clear picture of his or her rela-

tionship to the other dancers, the props, and the score. Blocking

is not concerned with mood or expression; it’s about basic

moves and familiarity with the environment.

Setting up the protocols for a partnership is like blocking

a dance. Wise partners ensure that they share the same picture

of their operating rules and environment—where each will go,

what each will do, how much of the stage the joint effort will

cover. Partnership protocols are the mutually agreeable

absolutes that serve as a foundation for trust, confidence, and

communication.

As we described in lesson 1, when we studied the tran-

scripts of our interviews with people who have experienced

great partnerships, we were intrigued by the similar “truths”

they described. The more we probed, the more we realized

there was a universal set of six bedrock basics. Honoring these

truths ensures longevity and productivity; ignoring them risks

the demise of the partnership. We discovered that, although

the performance goals of a partnership may be unique and the

agreements customized, the “etiquette” of great partnerships

never changed.

‘‘

We are constantly

asking ourselves, ‘Are

we doing business at the

level we want to? Are we

worthy of this partner-

ship?’ And we want part-

nerships with people who

ask themselves those

same questions.

’’

—Terry McElroy,

McLane Company

We challenge you to examine the greatest, longest-lasting

partnerships you’ve enjoyed. We believe you’ll find that they

are based on the following six principles, honored willingly and

confidently by all partners.

Expect the Best

This principle sounds like one of those overworked truisms

used to whip up morale in faltering organizations—but it has

many meanings. Among them are that great partners go into

relationships with expectations. They don’t go into a partner-

ship with a “What the heck, let’s see what happens” attitude.

Great partners are rarely people who are habitually suspi-

cious or pessimistic. Nor are they naive about the failings of

others. Instead, they are both optimistic and pragmatic. They

go forward with confidence and trust, expecting others to deal

honorably with them and put forth their best effort. They have

a clear idea of what the relationship ought to be like, they let

their partners know their expectations, and they stay alert to

problems. They also know that defects can be repaired by the

force of their will and the power of the relationship.

Great partners know that they are not perfect, nor do

they expect anyone else to be perfect. But they have faith that

they can become better and that their partners and others they

deal with share their desire. Belief becomes truth because the

energy of the partnership wills it. While hope springs eternal in

life, it leaps barriers and vaults doubt in great partnerships.

Be All, There

We asked a wise philosopher to tell us what she noticed about

successful partnerships. “They’re shiny,” she replied with a

smile. “They glow in the dark.” We had interviewed her early

in our research, so we were puzzled by her assessment. Later, as

we listened to great partners describe their great partnerships

in action, we came to understand what she meant. Great part-

nerships are “on.”

BLOCKING OUT YOUR PERFORMANCE TOGETHER 103

‘‘

Our best partner-

ships are about leveraging

our resources. They are

a product of everyone

working hard to make the

most of what we can pool

together. And sometimes

we even have fun.

’’

—Robbie Smith,

U.S. Department of Energy