Level 1 — Sharing a new idea
Presenting new ideas to your partners confidently and clearly.
Proposing a new feature or product idea to your partner during your first informal meeting.
Request your partner's approval for a small expense to test a new idea.
You share positive or constructive feedback with your partner regarding a team member's performance.
Level 2 — Persuading a change of direction
Convincing partners of tough strategic decisions despite their hesitation.
Proposing a change in the target market to your partner based on new data.
Propose delaying the product launch because it isn't ready, while your partner is eager to launch on schedule.
You suggest hiring an external CEO instead of having the co-founder remain in that role.
Level 3 — Assigning roles and responsibilities
Negotiating fair roles and ownership shares between partners.
Negotiating with your partner on who manages which part of the company (Marketing, Product, Finance).
Discuss redistributing equity shares with your partner following a change in each party's contributions.
You are proposing a clear mechanism for resolving future disputes between partners.
Level 4 — Resolving a fundamental disagreement
Managing deep disagreements over vision or commitment without breaking the partnership.
You fundamentally disagree with your partner regarding the future vision of the company.
Your partner accuses you of not putting enough effort into the company lately.
One of the partners decides to leave, and you must negotiate their exit terms fairly and professionally.
Level 5 — A critical unanimous decision
Leading a discussion on critical decisions that need real consensus among partners.
An acquisition offer has been presented, and you must convince your hesitant partner to make a decision.
Convince your partners to shut down a part of the business that is losing money, despite their emotional attachment to it.
You are leading a final meeting to reach a consensus on the strategy for the coming year.