One thing I really found helpful as in managing these challenges with my experiences all these years are to listen their voices concerns challenges expressions emotions and then actively work towards them to resolve and come to a common goal where they feel comfortable and then make them part of your decision making processes and get them into alignment with your goals and expectations! The more you make them important for you the more they will actively participate in your growth process! One of the key to success is to give them the opportunity and confidence for where they can actively engage with their energies to help growth and give them the work which they are good for ! Make them our assets for longer runs rather than liability!

Here are some additional strategies I’ve found effective in similar situations: 1. Empathy and Active Listening 2. Involve Them in Problem-Solving 3. Leverage Influencers in the Team 4. Focus on Wins and Value Creation 5. Set Clear Expectations and Accountability 6. Recognize and Address the Emotional Climate

Talk to the partner to understand their concerns and explain how their support helps the team succeed. Show understanding, but also remind them of the shared goals. Offer help if needed and involve them in decisions to encourage teamwork. Clear communication can turn resistance into cooperation.

I use open dialogue extensively, which I find to be a powerful approach to addressing resistance while promoting understanding and collaboration. Some actions I have already taken are frank and empathetic conversations in a safe environment, focusing on understanding their concerns and actively listening. After that, follow up to ensure progress and sustained alignment.

When a partner’s resistance starts affecting team morale, it’s time for a reset. Begin with a direct, honest conversation to uncover what’s behind their resistance. What’s really going on? Then, reconnect them to the bigger picture—why this partnership matters, the effort your team is putting in, and what’s at risk if things stay stuck. Finally, create space for them to win by asking, 'what would a win for you personally look like in this partnership?' From there, find ways to help them achieve that win to demonstrate the benefits of working together. When you show how working together benefits everyone, resistance often turns into renewed momentum.

In my view, agree with points mentioned. But every situation would be different and therefore, gaining good understanding of the situation is important and nature of relationship matters here. It could be changing priorities, skill retention, financial challenge etc. therefore it is important sensing the signals at right time and following it up with the partner organisation to avoid last moment surprises. Also how much control measures partner organisation can put together to honour the commitment to thrive a successful outcome and then see what kind of support you could extend to partners. Also have a backup plan in ready state to invoke if it comes to that stage.

- Acknowledge the partner's concerns directly but diplomatically to understand their resistance. - If appropriate, foster open dialogue, involving the team to address issues collaboratively. - Clearly articulate the shared goals and the importance of alignment for mutual success. - Offer support, resources, or adjustments to ease their concerns while reinforcing accountability. - Celebrate small wins together to rebuild morale and encourage unity. - Maintain regular check-ins to ensure progress and alignment persist. - Positive reinforcement and transparency are key to turning resistance into partnership.

Start with a conversation—approach them with curiosity, not judgment. Understand their perspective, validate their concerns, and explain how their resistance is impacting the team. Collaborate on solutions that address their worries while keeping the team's goals in focus. Lead with empathy, and you'll likely inspire a shift in mindset.

Turn the tide through open communication, addressing concerns empathetically, and demonstrating the benefits of collaboration, ultimately inspiring a shared vision and a renewed team spirit.

Talking to a business partner doesn't always work. A partner is not only your associate, but also a close person, it happens that sometimes it is also a friend, a person close in spirit. A partner is more likely to shut down and keep quiet to avoid offending the other person. Of course, everything depends on the nature of the relationship, on the temperament of the two people, on the degree of trust in each other, but what if you ignite interest, ask to solve the problem, and thus once again demonstrate how significant your partner is for you personally and for the team and the business.