Being a Business Partner is Not About Being the Boss
By Todd Leonardis
When Steve and I first started working together, I had this tiny, nagging thought in the back of my mind: Am I supposed to be the boss, or is he? Turns out, that’s the wrong question altogether. Because in a business partnership, it’s not about being the boss—it’s about moving forward together.
Now, if you’ve ever run a three-legged race, you know where I’m going with this. For those who missed out on the joy of face-planting onto a grassy field at the company picnic, let me explain: A three-legged race ties two people together at the ankle, forcing them to coordinate their steps or else topple over in a heap. It’s a great metaphor for business partnerships—because when you’re out of sync, it’s a disaster, but when you move together, you fly.
The key is reducing competition and embracing collaboration. It’s not about who crosses the finish line first—it’s about getting there without breaking an ankle or your business.
The Pitfalls of Unhealthy Competition
Competition is great when you’re talking about getting new clients or crushing it in your industry. But internal competition? That’s like tying your own shoelaces together and wondering why you keep falling on your face.
Unhealthy competition in partnerships usually starts small—maybe one partner gets a little too attached to their turf. You land a big client, and suddenly you feel like your work carried the company. Maybe you start feeling like you’re the real brains behind the operation. Before you know it, you’re silently keeping score, and your partner—who’s supposed to be your biggest ally—starts feeling like an opponent.
When that happens, things get territorial. You argue over roles, who gets credit, and who’s the real face of the company. And while you’re caught up in this ego battle, you’re missing the real competition: the businesses out there that are actually trying to take your clients. Internal rivalries distract from growth, weaken the business, and—let’s be honest—turn something that should be fun into a daily slog.
When One Wins, Both Win
One of the most important lessons Steve and I have learned is this: If your business partner wins, you win. Period. It’s not about tallying up individual achievements. It’s about recognizing that every victory moves the whole business forward.
Think about it—what’s the actual goal? If your business thrives, you both benefit. If it tanks, you both suffer. So why waste energy worrying about who gets more applause?
I’ve seen businesses implode because one partner felt underappreciated and started making power moves to prove their worth. The result? Distrust, resentment, and an eventual business breakup that could have been avoided. The best companies—whether it’s tech giants or local family-run businesses—thrive on collaboration, not competition. They succeed because their leaders work together, not against each other.
The Downside of Too Many Geniuses
David Brooks, the New York Times columnist, once said that sometimes too many geniuses in a room is a problem. And he’s right. When you have two high-achievers constantly trying to outdo each other, things get messy.
It’s exhausting when every conversation turns into a subtle (or not-so-subtle) battle of who’s smarter, more strategic, or more visionary. The best partnerships aren’t about who’s the genius; they’re about creating something brilliant together.
Steve and I have different strengths, and we lean into them. I don’t need to prove I’m the smartest person in the room, and neither does he. We focus on building something great, not proving individual worth.
Shifting from Leader to Co-Manager
So, what’s the alternative to the “I’m the boss” mindset? It’s embracing the fact that you and your partner are co-managers, not competitors.
Traditional leadership is often seen as a hierarchy—one person at the top making the calls. But in a partnership, that model doesn’t work. Instead, leadership should be about shared responsibilities, based on strengths, not ego.
For example, if one of you is better at sales and networking, let them lead in that area. If the other is more operationally focused, let them take the reins there. The key is recognizing that leading together is a strength, not a weakness.
Collaboration Over Control
If you’ve spent most of your career thinking that being a leader means calling all the shots, this might take some getting used to. But leadership in a partnership isn’t about control—it’s about collaboration.
When you let go of the need to win every discussion or be the one making the final call on every decision, the partnership becomes way more productive. You start making better decisions together, instead of wasting time trying to prove you’re right.
A few practical ways to make this shift:
Open communication: Have regular, honest conversations about decision-making and leadership responsibilities.
Trust-building exercises: No, I’m not saying you need to do trust falls in the office (although, hey, if that’s your thing, go for it). But you need to practice listening and actually valuing your partner’s input.
Giving credit freely: If your partner has a great idea or makes a big contribution, acknowledge it. No one likes feeling invisible.
Practical Strategies for Strengthening Your Partnership
Let’s break it down to some simple, actionable steps:
Set clear roles but stay flexible. Know who’s handling what, but be willing to adapt as the business evolves.
Regular check-ins. Don’t wait until you’re annoyed—have weekly or monthly sit-downs to make sure you’re on the same page.
Encourage each other’s strengths. Support your partner in what they do best, and they’ll do the same for you.
Winning Together
At the end of the day, the only win that matters is the one where the business succeeds—and that means both partners have to win together.
If you treat your partnership like a three-legged race, moving in sync rather than competing, you’ll go further, faster, and with fewer bruises. Ditch the ego, embrace collaboration, and remember: It’s not about being the boss. It’s about running the business—together.