Partnership

In creative hubs, partnerships often begin with a dream. People who come to the same place with a common need and a similar enthusiasm set out to build a structure. However, over time, this unity cannot be sustained solely by “compatibility of vision”; it also seeks harmony in deeper areas such as life rhythms, livelihood practices and decision-making culture.

Partnership is often thought of as the technical part of building a structure, but this relationship is a human labor relationship, similar to marriage or long-term friendships. It is built on trust. Mutual transparency begins not only with saying “this is who I am” but also with openly sharing what you have done and asking for help when you are limited. When one is not well, the other must be able to meet that gap with understanding and responsibility. A true partnership is not only a bond that allows for joint production; it is also a bond that allows for joint carrying of emotional burdens.

This is why partnership is much more than a robotic sharing of tasks or a pragmatic merger. People often shy away from this form of relationship because the responsibility is great and the area of uncertainty is wide. But if there are clear boundaries and a healthy working foundation of trust at the beginning, partnership can be one of the most beautiful forms of solidarity in the world.

Founders who initially come together with the same motivations may face different needs and expectations as the process progresses. One person’s meticulousness about values may clash with another’s search for economic relief. Sometimes one person may approach the process with high dedication, while another may adopt a more professional and reserved stance. When these differences are not discussed openly, the partnership may lead to role confusion, stagnation in decision-making processes, or a disruption of the balance between labor and justice. While the structure tries to focus on its core business, it may unexpectedly deviate from its trajectory due to a justice issue.

On the other hand, partnership is the process of establishing a balance system. A team structure that can support in areas where individuals have difficulty, has similar beliefs and passions, but has different tools and competencies; makes it easier for this system to survive. In this context, partnership is not just about sharing tasks; it creates a ground that supports the structure and makes it possible to withdraw constructively when necessary. Responsibilities are shared not only over concrete tasks; but also over invisible areas such as emotional burden, representation and risk taking. This deep sharing is also required for these structures to transform into systems that open up space for other people and pave the way for new partnerships over time.

In this context, partnerships in creative hubs should be considered on three basic levels:

• Values Plane: It is necessary to be able to hear and understand the shared passion for the purpose and the values of sharing the same worldview. Living and sharing the purpose represented by the Hub in a genuine way strengthens the bond of partnership.

• Livelihood Plane: Even if the partners are not in the same economic conditions, it is important to be able to talk about these differences openly. The structure needs to develop flexible and adaptable models that can carry both the idealistic aspect and the livelihood needs.

• Decision and Responsibility Plane: The fact that those who have a say in decision-making processes also undertake the burden of the structure ensures that the balance is maintained. Labor, whether visible or invisible, should be shared fairly.

Many partnerships are initially formed with strong intentions but without clear boundaries. Over time, this ambiguity can cause roles and expectations to blur. Therefore, in creative hubs, careful consideration should be given to how the partnership is established, as well as how it is sustained and, if necessary, terminated in a healthy manner. In structures with resilience, partnership is not about setting out together; it is about continuing to walk together when the road breaks down.

The headings presented in this section highlight key areas to discuss when establishing or revising a partnership relationship. The explanations and questions under each heading are designed to remind you that partnership in creative hubs is not just a matter of structure, but also a relationship, a foundation of balance and resilience.

Partnership is not just a consensus or a vision. It also means a very concrete economic and administrative unity. Therefore, it is necessary to define the partnership from the very beginning with a written and clear framework. Such a framework is not just a contract, but a resilience infrastructure. It provides a common ground that shows where we will lean in difficult times, how decisions will be made, and how rights and obligations are determined.

The following topics are not technical provisions of any shareholders' agreement, but rather fundamental issues that need to be discussed in advance for the long-term sustainability of a structure.

Partnership Shares and Representation

Partnership is a structure where not only contributions but also decision-making power are shared. Therefore, it should be clarified from the outset how shareholding rates are determined and how these rates relate to representation and responsibility. It is not only a claim of equality but also a fair balance that should be sought. How one contributes what to the structure is as important as how one takes part in decision-making processes. Otherwise, an invisible "silent partner" or a "de facto leader" model that makes decisions alone may emerge. In particular, issues such as how voting rights will be used, at what thresholds decisions will be made and how minority rights will be protected are founding issues that should be discussed not only by lawyers but also by partners.

Things to talk about:

• How were the partnership shares determined? What were the criteria behind this distribution?

• How do share ratios relate to decision-making power?

• How will representation be ensured on the board of directors or the general assembly?

• How will minority rights be protected? Will there be veto power over certain decisions?

• Will people who are not shareholders but contribute to the structure have a say?

• Is there a common awareness that shareholding is not only an economic but also a representative responsibility?

Entry, Exit and Transfer Conditions

Partnership is a journey and like any journey, it is natural that there will be those who enter, those who exit, and those who change direction. However, this mobility should not be managed with uncertainty, but with defined principles. Situations such as a new person joining the partnership, an existing partner transferring their shares or leaving are not just technical transactions, but thresholds that can affect the entire balance of the structure. Therefore, it is necessary to talk about and put into writing the structural requirements of these processes, not their emotional burdens.

Things to talk about:

• What conditions will be sought for the recruitment of new partners?

• How does someone who wants to exit a partnership initiate the process?

• Is the transfer of shares only possible with the approval of the other partners?

• How will the pre-emption right be used in case of transfer?

• How are decision-making mechanisms affected when the partnership ratio changes?

• To what extent does the dissolution of the partnership affect the structure and how is this impact managed?

Economic Responsibilities

Keeping a structure standing requires not only ideas but also resources. Sometimes this resource can be money, sometimes time, and sometimes reputation. Therefore, the partnership should define not only the rights of the partners but also their responsibilities. Expected economic contributions, the possibility of capital increase, who will undertake the burdens that the structure cannot meet and to what extent should be discussed from the beginning. The only way to prevent crises that may arise, especially when new investment or borrowing is required, is to define these responsibilities in advance.

Things to talk about:

• What other economic contributions are expected from partners, apart from the initial investment?

• If the building needs financing, how will this burden be shared?

• How will the share of a partner who does not participate in the capital increase be affected?

• Who assumes how much responsibility in situations such as debt, collateral, surety?

• Should these obligations be voluntary or contractual?

Decision Making Mechanisms

Every structure is shaped by its decisions. Who makes these decisions, how they are made, and with what thresholds form the basis of partnership culture. Is it by majority vote or unanimity? Are there special rates for certain decisions? Which decisions require absolute participation? These questions should be answered not only by the statute but also by mutual trust between partners. Partnership is a system where not only ideas but also decision-making methods are common.

Things to talk about:

• Which decisions require a majority vote and which require unanimity?

• What will be the impact of partners who do not participate in decisions on the process?

• How will the speed of decision-making be ensured in extraordinary situations?

• Will there be a veto right, and if so, what are its limits?

• How will the board decisions be made and how will they be documented?

Representation, Signature and External Relations

A partner represents not only the structure inside but also the structure outside. This representation sometimes occurs in the press, sometimes in a job interview, sometimes in a partnership agreement. If it is not determined who speaks on behalf of whom, when, and within what boundaries they act, tension within the structure is inevitable. Similarly, signature authorities and the ways of establishing relations with external institutions must also be clarified. The right to representation is both a privilege and a great responsibility.

Things to talk about:

• Who can represent the structure externally?

• Who makes public statements?

• How are signing powers distributed?

• What boundaries will be observed in relations with other institutions and individuals?

• How will personal brands and the corporate identity of the building be differentiated?

Share Transfers and Competition

The departure of a partner does not only mean a change in shares; it can also mean a change in the balances, values and relationships of the structure. Therefore, the transfer of shares should be defined not only economically but also ethically and strategically. In addition, if the partners do business that will compete with the structure or have a commercial relationship, it can damage mutual trust. The boundaries of these relationships should be drawn from the beginning.

Things to talk about:

• Under what conditions and within what limits can a share transfer take place?

• Will other partners have pre-emptive rights in the transfer of shares?

• How are the rights and obligations of new partners determined after the share transfer?

• When is it considered competition if the partners engage in similar activities outside the structure?

• How to avoid conflict of interest in business relationships?

Privacy, Control and Information Sharing

Transparency is the basis of trust. However, when the limits of this transparency and the rules of confidentiality are not clearly defined, both the inside and outside of the structure can be damaged. Partners' access to information such as financial reports, management decisions, and commercial agreements should be carried out within a certain order. Similarly, the sharing of sensitive information about the structure with the outside should be limited.

Things to talk about:

• Which partners have access to which information and when?

• How and how often are financial reports and audit documents shared?

• When does independent auditing become mandatory?

• What does the definition of confidential information cover?

• What sanctions are foreseen in case of breach of confidentiality?

Open Communication and Conflict Culture

Partnership is inevitably a form of relationship in which emotions, expectations and vulnerabilities are intertwined. Making this relationship sustainable is possible not only by talking about strategies but also by observing emotional transparency. However, in many cultures, it is assumed that speaking openly will damage the relationship; when hurt, silence is expected, and when hurt, condescension is expected. However, partnership is not based on such silences. Open communication requires being able to talk not only about what is said but also about what is not said. The way a discomfort is expressed can affect the entire relational health of the structure. Therefore, a common understanding should be developed not on avoiding conflict but on managing conflict.

Things to talk about:

• When and how do we express a discomfort?

• Does speaking up harm our relationship or strengthen it?

• How safe do we feel about being hurt and saying it?

• When a conflict occurs, how do we handle it: by talking it out, postponing it, ignoring it?

• Who bears the burden of our silences in partnership?

• How do we create a relationship culture where discomfort can be discussed?

Balance of Passion, Values and Responsibility

The sustainability of a structure is possible not only with skills but also with the care given to that structure. The way partners create value, motivation to take responsibility and commitment to the work may differ over time. When these differences are not discussed, an imbalance occurs where one side takes on more or the other withdraws. However, partnership is not only a matter of duty, but also of the heart. If one partner is passionate about that structure, the other should be aware of this responsibility even if they do not share that passion.

Things to talk about:

• What were the values and intentions that brought us together in our partnership?

• Is this structure equally important to all of us? How do we measure it?

• Who is expected to shoulder which responsibilities? Is this a fair burden?

• Who carries the emotional and invisible burdens of work?

• Are there situations in which the norms are determined not by those who take responsibility within the partnership but by those who do not?

Professional Boundaries and Living Conditions

Running a structure together also means opening our lives to each other. However, when the boundaries of this openness are not determined, private life and business relationships can become intertwined. At the same time, the partners' livelihoods, care burdens, other jobs or limitations also become part of the process. Openly discussing all these factors prevents unnecessary expectations. Partnership requires a platform where everyone can always contribute equally; it also requires a transparent management of this inequality.

Things to talk about:

• (As an individual) How much income do I need to generate from this structure? Can we talk about that?

• (As an individual) How much time do the other responsibilities in my life allow me to devote to this structure? If it leaves me with little time, do I share with my partners to balance it out?

• If one partner has to pull back at certain times, how is this handled, can the others carry them? How are the burdens or times rebalanced?

Inner Awareness and Relationship with the Self

Partnership is not only about the relationship with others, but also with one’s own essence. A partner’s recognition of their own boundaries, motivations, and triggers will help them avoid losing direction in crises that may occur within the partnership. Similarly, if someone’s relationship with themselves is broken, this can spread throughout the structure. For this reason, partnerships develop more healthily among individuals with high self-awareness. Those who cannot be honest with themselves cannot establish open relationships with others.

(Individually) Things to talk about:

• Do I know my own limits and motivation?

• What part of my personal history does my presence in the partnership touch on?

• Can I separate someone else's reaction from my own feelings?

• What does my decision-making look like when I'm emotionally intense?

• Do I keep my partners informed of these awareness efforts?

Continuity of Partnership Culture

A good partnership culture is not established spontaneously, but carefully. However, over time, the team may change, priorities may change, and ties may loosen. Therefore, sustaining the partnership culture is possible not only by preserving the values, but also by redefining them. Especially if there is a crisis, bifurcation or growth process within the partnership, the principles of partnership culture need to be reconsidered.

Things to talk about:

• What are the principles that define our partnership culture?

• Do we revisit these principles from time to time?

• How do we convey this culture when someone new joins the partnership?

• What are our daily practices that sustain a culture of partnership?

• What are we doing to transform this culture into something that is not just felt but transmitted?

Partners with different ages, backgrounds, skills and thinking styles provide the capacity to see problems in a broader context and create balance in decision-making processes. The ability of different voices to work together, not the repetition of the same voices, increases resilience. This diversity becomes meaningful when it encompasses not only demographic but also intellectual, ethical and emotional differences.

When establishing a partnership structure, starting out not only with like-minded people but also with people who have different experiences and perspectives but also share the same intention and culture of responsibility provides long-term resilience.