nership to start a new business from the ground up. This time, as a change of pace, I would be head of sales and responsible for contacting businesses. I would collect payments and my partner would produce the marketing material for each business. So, I began the selling and signed up several accounts. Each time I turned in a check, I asked about the promotional literature we were supposed to be supplying. Al, I’ll call him, said he was working on it.

This went on for months. Each time I promised the business some advertising, Al would come up with some excuse as to why he wasn’t following up.

“We need more businesses. It’s too expen

Webster’s dictionary describes a partnership as: “a legal relation existing between two or more persons contractually associated as joint principals in a business or a relationship resembling a legal partnership and usually involving close cooperation between parties having specified and joint rights and responsibilities.”

That’s the “official” definition. I describe it as absolute futility between consenting adults, who probably should have know better in the first place.

So what exactly qualifies me to be so flippant about a business entity that millions of people of which are actively engaged? My experience in partnerships goes way back to my college days. I was assigned, or chose, various partners for projects and remember quite vividly what transpired. One of us, mainly me, would do most of the work and yet both of us got the credit. While the details may be sketchy, the outcome was crystal clear. Now fast forward to my adult life.

I’ve had a few business partnerships and, once again, seemed to have been the dominant worker between the two of us. The concept is always wonderful. We decide to market a product or service and formulate a plan. I, possessing an advertising degree and background, will devise a promotional program while the other guy, I’ll call “Fred,” will do whatever they do best. So we divide up the chores and set to work. I would do the requisite research, statistical analysis, cost projections, and media studies, while Fred was responsible for sales and product production. After a week or two, I’m ready with my end and we meet to discuss our progress.

Or lack of progress on one of our parts, I’m afraid. It’s not that Fred didn’t put out any effort, because he surely tried, it’s just that spending about ten minutes actually thinking about the product didn’t equate to fulfilling his end. So, without being bitter or petty, I called him a lazy moron and asked him to do his fair share. He looked hurt, but understood my subtle point and agreed to do more. Lifting his little finger would be more, I gentle explained, and we set up another meeting a week hence.

It’s a week later, and a weak later on his end, once more. He still has done very little, blaming everything from the weather, the kid’s needs, his wife’s needs and the dog’s needs. Fred says it’s been a rough week. I’m sympathetic and call him a really, really, lazy moron and feel that this partnership is in big trouble. After a few more weeks, we get a business divorce.

Closer to the recent past, I formed another ill-advised partnership to start a new business from the ground up. This time, as a change of pace, I would be head of sales and responsible for contacting businesses. I would collect payments and my partner would produce the marketing material for each business. So, I began the selling and signed up several accounts. Each time I turned in a check, I asked about the promotional literature we were supposed to be supplying. Al, I’ll call him, said he was working on it.

This went on for months. Each time I promised the business some advertising, Al would come up with some excuse as to why he wasn’t following up.

“We need more businesses. It’s too expens

s way back to my college days. I was assigned, or chose, various partners for projects and remember quite vividly what transpired. One of us, mainly me, would do most of the work and yet both of us got the credit. While the details may be sketchy, the outcome was crystal clear. Now fast forward to my adult life.

I’ve had a few business partnerships and, once again, seemed to have been the dominant worker between the two of us. The concept is always wonderful. We decide to market a product or service and formulate a plan. I, possessing an advertising degree and background, will devise a promotional program while the other guy, I’ll call “Fred,” will do whatever they do best. So we divide up the chores and set to work. I would do the requisite research, statistical analysis, cost projections, and media studies, while Fred was responsible for sales and product production. After a week or two, I’m ready with my end and we meet to discuss our progress.

Or lack of progress on one of our parts, I’m afraid. It’s not that Fred didn’t put out any effort, because he surely tried, it’s just that spending about ten minutes actually thinking about the product didn’t equate to fulfilling his end. So, without being bitter or petty, I called him a lazy moron and asked him to do his fair share. He looked hurt, but understood my subtle point and agreed to do more. Lifting his little finger would be more, I gentle explained, and we set up another meeting a week hence.

It’s a week later, and a weak later on his end, once more. He still has done very little, blaming everything from the weather, the kid’s needs, his wife’s needs and the dog’s needs. Fred says it’s been a rough week. I’m sympathetic and call him a really, really, lazy moron and feel that this partnership is in big trouble. After a few more weeks, we get a business divorce.

Closer to the recent past, I formed another ill-advised partnership to start a new business from the ground up. This time, as a change of pace, I would be head of sales and responsible for contacting businesses. I would collect payments and my partner would produce the marketing material for each business. So, I began the selling and signed up several accounts. Each time I turned in a check, I asked about the promotional literature we were supposed to be supplying. Al, I’ll call him, said he was working on it.

This went on for months. Each time I promised the business some advertising, Al would come up with some excuse as to why he wasn’t following up.

“We need more businesses. It’s too expen

quo; will do whatever they do best. So we divide up the chores and set to work. I would do the requisite research, statistical analysis, cost projections, and media studies, while Fred was responsible for sales and product production. After a week or two, I’m ready with my end and we meet to discuss our progress.

Or lack of progress on one of our parts, I’m afraid. It’s not that Fred didn’t put out any effort, because he surely tried, it’s just that spending about ten minutes actually thinking about the product didn’t equate to fulfilling his end. So, without being bitter or petty, I called him a lazy moron and asked him to do his fair share. He looked hurt, but understood my subtle point and agreed to do more. Lifting his little finger would be more, I gentle explained, and we set up another meeting a week hence.

It’s a week later, and a weak later on his end, once more. He still has done very little, blaming everything from the weather, the kid’s needs, his wife’s needs and the dog’s needs. Fred says it’s been a rough week. I’m sympathetic and call him a really, really, lazy moron and feel that this partnership is in big trouble. After a few more weeks, we get a business divorce.

Closer to the recent past, I formed another ill-advised partnership to start a new business from the ground up. This time, as a change of pace, I would be head of sales and responsible for contacting businesses. I would collect payments and my partner would produce the marketing material for each business. So, I began the selling and signed up several accounts. Each time I turned in a check, I asked about the promotional literature we were supposed to be supplying. Al, I’ll call him, said he was working on it.

This went on for months. Each time I promised the business some advertising, Al would come up with some excuse as to why he wasn’t following up.

“We need more businesses. It’s too expen

o his fair share. He looked hurt, but understood my subtle point and agreed to do more. Lifting his little finger would be more, I gentle explained, and we set up another meeting a week hence.

It’s a week later, and a weak later on his end, once more. He still has done very little, blaming everything from the weather, the kid’s needs, his wife’s needs and the dog’s needs. Fred says it’s been a rough week. I’m sympathetic and call him a really, really, lazy moron and feel that this partnership is in big trouble. After a few more weeks, we get a business divorce.

Closer to the recent past, I formed another ill-advised partnership to start a new business from the ground up. This time, as a change of pace, I would be head of sales and responsible for contacting businesses. I would collect payments and my partner would produce the marketing material for each business. So, I began the selling and signed up several accounts. Each time I turned in a check, I asked about the promotional literature we were supposed to be supplying. Al, I’ll call him, said he was working on it.

This went on for months. Each time I promised the business some advertising, Al would come up with some excuse as to why he wasn’t following up.

“We need more businesses. It’s too expen

nership to start a new business from the ground up. This time, as a change of pace, I would be head of sales and responsible for contacting businesses. I would collect payments and my partner would produce the marketing material for each business. So, I began the selling and signed up several accounts. Each time I turned in a check, I asked about the promotional literature we were supposed to be supplying. Al, I’ll call him, said he was working on it.

This went on for months. Each time I promised the business some advertising, Al would come up with some excuse as to why he wasn’t following up.

“We need more businesses. It’s too expensive. I’m redesigning the program. My dog ate my homework.” No wait, that last one was for my wife, who’s a college professor. Anyway, you get my drift. Will you be amazed that we are no longer partners? Once again, one of us did all the work. Now you might say I didn’t give the partners enough time or specific instructions. But you would be wrong. I was more than patient and, trust me, they knew exactly what they were doing, or, in most cases, not doing.

My obvious advise at this point is to walk, no, run away from anyone asking you to join them in a partnership. It will only lead to frustration and disillusion before actual dissolving the whole affair. The hardest worker will always be resentful and feel like they’ve been taken advantage.

So, what am I doing now, you ask? Why, I’m in a partnership of course! We run a home-based website called, “The Nurse’s Choice.” It offers health information and has doctors referred by nurses. You’re probably wondering how I could be so stupid and what kind of lesson am I trying to preach, when I don’t even follow my own advice? I only have one excuse: my partner is my wife and watching my every move as I type this. Any questions?