In the following chapters, we’ll cover in more detail the Six Partnering Attributes—Self-Disclosure and Feedback, Ability to Trust, Win-Win Orientation, Future Orientation, Comfort with Change, and Comfort with Interdependence. Each of these chapters offers you insights and techniques for improving your Partnering Intelligence. Start with the areas in which you need the most improvement and then go back to the ones in which you’re already competent. A little refresher course never hurt anyone.
A business that invests in developing the Six Partnering Attributes will start to see exciting outcomes. Because these are second-level change processes—that is, they focus on us as individuals rather than on the world around us—the impact is more immediate and longer lasting. Companies that invest in developing these attributes will experience less internal conflict, more productivity, more creativity, and higher morale than companies that don’t. As we’ll see in the following chapters, these are the tools that create trust between people and aid in equalizing power. Regardless of our rank, if we can begin to communicate like equals, we can begin to act like equals. Without trust and a sense of balance there can be no productive partnership. Regardless of its desire for strong external relationships, a company that lacks internal PQ will have problems with its partners. Above all, enjoy learning more about yourself as you learn to become a great partner.
The developments in credit markets since 2000 have shown that a disciplined approach to minimize risk is necessary. This includes the determination of stop-loss marks which have to be defined on a caseby- case basis. Important is the volatility of the particular bond and the risk profile of the portfolio. Aportfolio with a high-yield benchmark will be able
