How can you create a strong relationship with your co-founder?

Aligning on vision & values is a massive shortcut to prevent future co-founder disputes. It's much easier to set expectations and prevent conflict ahead of time by being very explicit in what you'd expect from each other.

Yes, vision and values are important, a prior critical element in Purpose alignment... what is you purpose what is your partners purpose and how strongly are these aligned? What does the cumulative alignment of your purpose mean or create?

It is necessary to share the vision and goals with the co-founder, and also find the appropriate strategy to achieve them through effective leadership, clarify all the items necessary to achieve that vision, study it well, and provide effective alternatives to achieve it. This depends on discipline in work and Commitment to the specified timing following the plan presented and providing an effective work environment to encourage employees to strive and work hard to achieve that vision and adhere to the company’s regulations and laws and always looking for a successful and effective work environment, and this will have a noticeable positive impact on customers and all participating parties. To achieve that vision.

Always go back to the reasons you co-founded your venture! You obviously share the same vision and values and whilst this changes over time if fundamentally you come from the same base you can communicate openly and often. Even if you have differences along the way if you are always talking and looking each other in the eye, it’s a recipe for success.

Valores são aquelas pérolas que não tocamos ,elas são invisíveis mas fazem a diferença de qualquer ser humano Ex. Humildade ,honestidade,dignidade amor ao próximo , resiliência , coragem, saber dizer não na hora e no local correto usando palavras sábias ,fazer os seu liderados crescerem etc etc

Your differences and unique skill sets are the what makes you strong as a team. These differences should help to create the respect and collaboration required to make a business work. If you share the exact same skills and values it could make it harder to succeed. I’d say variety is the spice of life!

Respect for the whole person and what they represent is important. If your startup was to build an Army, think about if you would want to be in a foxhole with the other founders. The answer should be yes. If it is not yes, then maybe you should carefully understand why. Do the other founders and you have enough of the skill sets needed to run the company? If not then you are going to need to add these skills in other ways, including hiring people, or outsourcing. It is best to talk through this and understand any deficiencies before or soon after you start. Also, a very clear operating agreement is a must. This can prevent misunderstanding later.

Affectio societatis is key. "**Affectio societatis**" is a Latin term used in the context of partnerships and company law. It refers to the mutual intention or desire of individuals to associate together to form a partnership or company. This concept highlights the importance of the will and intent to collaborate and work together towards a common purpose, which is essential for the formation and continuation of a partnership.

Wertschätzung im Team beinhaltet die Anerkennung und Würdigung der Beiträge jedes Teammitglieds. Es schafft ein positives Arbeitsumfeld und fördert das Engagement. Durch die Betonung von Stärken können Teams ihre Fähigkeiten optimal nutzen, um gemeinsame Ziele zu erreichen. Dies fördert Effizienz und verbessert die Teamleistung.

Everyone has their zone of genius. It’s important to be aware of what they are and how to best contribute to the overall vision.

In my experience, honesty and humility are crucial to have. If you cannot be honest with your ci-founder, then the relationship will collapse very quickly

Uma coisa que vi é o famoso "somos uma família", mas eu prefiro que seja uma relação profissional honesta e transparente, onde cada um sabe seu lugar e o que se espera de cada um.

This is the most important piece, IMO. Situations change. People’s needs/wants/vision change. So the key is being in constant communication, formal and informal, to hear and feel one another, to calibrate and to support one another. I believe it’s critical that the wellbeing of the team takes priority over the venture, mission and vision.

Open, honest are two very overly used words in our lexicon of management. Speak the truth from your perspective. That doesn’t mean beating someone over the head with you view. Truth is simply ‘here is who/what I am and believe.’ Expressing that truth is better than dressing up the words to make them palatable.

A comunicação tem que levar vários fatores em consideração como por exemplo: Momento,Local,Palavras Apropriadas ,Estado de espírito,Ambiente da empresa naquele momento, Quem deverá participar da conversa , Preparar-se muito bem para um diálogo , não com o objetivo de ser o melhor ,mas sim o mais acertivo e produtivo. Todo diálogo tem que ter um tempo apropriado para se discutir o assunto ,nem mais nem menos apenas o necessário evitando-se diálogos desnecessários muitas vezes apenas de alto afirmação.

Trust is a key element that underpins success at work. People who work in high-trust organisations report greater engagement, productivity, energy and satisfaction Trust is good for morale and motivation. Trust builds teamwork and collaboration. Trust produces increased speed, improved efficiency and hence, decreases costs. Trust empowers ethical decision-making.

Here’s where the going gets tough. Support and trust can mean: I don’t like your perspective right now. Acceptance of a differing viewpoint with the intention of checking out how that/those ideas work for the long haul is the best outcome.

It is important to pay close attention to the attitude of co-founders especially in situations of significant age differences. Tech founders tend to think that it's all about technology. They underestimate the value of skilled marketing and administration. The need for respect and trust must be discussed and reinforced.

When it comes to trust, I considered one question when deciding to found a businesses together: would you trust that person with your bank account and all your personal data? If the answer is "definetely" than that is a good basis. I believe, that basis must be there, before you start building your relationship.

Acknowledge that each other will have differences once in a while. Take time to talk and resolve the issues in an open and honest way.

Settling on the phrase, "we are in a marathon, not a sprint" helps through the inevitable emotional roller-coaster that is a startup. If you don't enjoy the ride then it is stressful (and could be soul destroying.)

The most important thing in a startup is to have fun and enjoy what you are building. Some people may think going into a start-up is about making lots of money or having a big title. If this is true for you, I think you should reconsider taking this opportunity as challenging times are ahead, and difficulties are many. As I look back upon my times in the startup I have been involved with, some of the best times of my life have happened, and some of my best friendships have been borne from these times. Don't miss out on the journey!

Embrace the journey by celebrating small victories, maintaining open communication with your co-founder, and staying adaptable in the face of challenges. Remember to take breaks, enjoy the learning process, and foster a positive working environment. But not everything is work. Plan meetings, activities or even trips together and try to found hobbies that you both share. Building a business is a unique experience, so savor the moments of growth and learning together.

I agree and when this doesn't happen you can see burnout of one or both co-founders. We have seen business partners who were friends end up hating each other and taking down the business. Partners/co-founders can enjoy the journey when they utilize the above areas including similar values, taking advantage of each other's strengths, communication, and working toward common goals. All of this helps the working and personal relationship between them.

It’s all fun until it’s not. Then the team vision has to recognize that there are bumps. Don’t hold on too tightly. A little slack in the lines allows the ‘shock’ of a rough part of the ride to be absorbed.

Personal touch is an underrated point when it comes to the relationship between the founders of a business. I personally think that when the founders of a business have achieved a certain level of stability for the business, the personal touch they developed in building the business will gradually fade over time. This is where the ties and synergy between the founders will fade as well. When that happens, everything will turn into a full business mode where compromise is no longer a choice within the business. Try not to be so harsh and remember the times when the business was founded based on trust, friendship, and understanding. You can always do something to revert that before it's too late.

Unfortunately the unpleasant outcomes arrive to us more as we are a law firm. The co-founder agreement should not skip details around commitment levels and situations where vested ESOPs can be cancelled and shares bought back- the pricing here can vary depending on a good or bad exit which again should be clearly detailed.

Yes, it's essential to share, communicate, respect differences and support each other, but if the venture is successful, and significant financial value is generated, all the goodwill, communication and "sharing" can be destroyed in a moment by a misunderstanding on how profits and financial gains are to be shared, including anticipating such possibilities as illness by one founder, inability to carry out tasks, changed interests, departure of a founder at different stages in the company's growth, etc. Prenups are common enough these days prior to marriage. It's much more important to have a detailed BUSINESS "prenup". After all, presumably you love your fiance, but your business partner is really just that -- your business partner.

Name the problem that you want to solve and chase it with a passion. Live and breathe this passion like you have water and food. And put a smile on every customer's face - give them a reason to be happy about dealing with you. And be humane, all the time.

Building a strong partnership as co-founders means being flexible. Understand that the business world changes a lot, and sometimes your plans need to change too. Being ready to adjust and make new decisions together is really important for lasting success.