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A new dynamic occurs when organizations make the paradigm shift from “me” to “we.” This is when they move from independence to interdependence.When an organization has increased its PQ enough to understand that its success depends on the partnership’s success, it integrates the partnership into the culture. It is now “the way things are done around here.”

The more skilled the partnership is in using the Six Partnering Attributes, the better the relationship between members becomes. As we saw in Part Two, these attributes are portable—that is, you can use them in many different settings. When employees learn to improve their PQ on the job, they’ll use these skills not only between themselves, but also when working with customers and even in their personal lives. Employees show higher morale and cultivate better relationships when they communicate effectively. These elements lead to increased productivity. Since business relies on relationships, customers will continue to support organizations with which they’ve built a good relationship. The organization wins in many ways.

Corporate bond markets typically reward companies for stable revenues and earnings. However, empirical evidence shows that in times of high risk appetite and positive expectations for future economic growth, companies with rather volatile revenues tend to outperform. That is because when there is a lot of optimism on revenue growth, companies with volatile revenues usually benefit the most. Similarly, for companies with a history of high earnings volatility, the probability for a margin expansion is particularly high as the economy recovers. Therefore, if the market expects a cyclical recovery, corporate bonds from cyclical sectors tend to outperform due to the companies’ high degree of operating leverage.