The "We" Pact
by Mark Sichel, LCSW
Sometimes it can feel like you and your mate speak different languages. Imagine if you spoke about your relationship in business terms, what would your mate think then! If romantic partnerships were described in "merger and acquisition" terms, they might sound like this:
"To build a sound infrastructure for the "we," a seamless integration of both 'I's is necessary, whereby each 'I' retains its integrity and provides psychological and emotional capital to the 'we.'
Does thinking of your relationship in business terms make it easier or harder to understand what both you and your partner have gotten yourselves into? What are your thoughts?
Each of these three unique entities must retain a solid discreet architecture.
The 'we' is organized as a traditional partnership, leveraging off the investments of all owners, which creates a tremendous -- and equally potential -- risk. It's sweat equity: Each 'I' contributes their own efforts in exchange for partial ownership in the 'we,' which ensures that there is no majority owner, no subserviance. Individual owners, referred to as 'I's, can have investments in other relationship entities, but agree to exclusivity when regarding the 'we.'
The 'we' will be the exclusive vehicle through which each partner receives conjugal and affectional dividends, and each partner agrees to a non-disclosure and non-compete clause with the execution of the 'we' entity.
The business model provides emotional support services to various customers, some of whom may be the owners. Investments by this partnership in other relationship organizations can be made only by the agreement of all owners. Votes by all owners are required to dissolve the partnership. Emotional revenue generated by operations is in part reinvested in the emotional capital bank of the 'we,' and another portion is paid out as emotional dividends to the owners. While partnerships cannot go to traditional capital markets such as the Nasdaq for infusions of new capital, it does imply that only participating investors are allowed admittance to the partnership.
Strategic planning, tactical development and second-generation membership require consensus among both principals in the entity. When managed properly, the 'WE' can become a strong viable organization generating double digit returns on each partners' investment."
Special thanks to Richard Eichen, COO PortalPartners.com for his creative input.
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