Kathleen Ryan O'Connor answers that very question in Forbes Small Business. After a brief "I told you so" about not having a written agreement, she gets down to brass tacks:  if you want to stay, you'll have to be prepared to make concessions.  Ya gotta give to get.  But what she doesn't mention is this:  if you can't reach an amicable agreement, your next stop is either the courthouse or to walk away.  And neither is a particularly attractive choice.

Q.: How do you deal with business partners who have a different vision for the future of your business?

Read on to learn mediator and conflict management expert Dr. Eleanor Robin's response to this thorny question!

When a partner resigns from an LLC, what can that partner do to remove liability from the lease?

Read on to find out!

Read on to find out . . . !

We've all heard the stories (and seen the Jerry Springer episodes) where romantic couples, having married within nanoseconds of each other, grow to realize that their partner:

• Has really annoying habits
• Has grown into a totally different life path (wants to give it all up to enter an ashram)
• Is completely irresponsible with money, or
• Wants to lead a totally different lifestyle from you (you'd like time with the kids; your partner is a workaholic)

Whatever the reason for the disagreement, it's very likely that, with a little digging and probing questions, your incompatibilities could have been uncovered far earlier. Same thing happens with business partners. Entrepreneurs are often so taken with the first flush of start-up fervor that they don't take the time to see whether their potential business partner will be right for them for the long term, or only the short-term.

If your business plans for 2010 including having a business partner, make sure you get your copy of The Entrepreneur's Prenup: How to Choose a Business Partner Who Won't [bleep] You!  There's more that goes into the partner-screening process than you think, and you certainly don't want to look in the mirror this time next year, realizing that you've hitched your wagon to an albatross. 

Click here for a sneak peek of the valuable information you'll get from this book-CD-workbook program!

Read on to find out what steps you could take . . . .

(Part One)

1. Tenacity
2. Street smarts
3. Ability to "pivot"
4. Resiliency
5. Inspiration

(Part Two)

    6.  Perspiration

    7.  Appetite for risk

In his short post by the same name, David Ronick, founder of UpStart Advisors, illustrates how one entrepreneur thought through the process when raising capital, after initially sharing some of the ownership with key employees and advisors.

As David points out, each time you add more people to the mix, you dilute the proportions that the earlier owners were entitled to. 

There's more that goes into the partner-screening process than you think, and you certainly don't want to look in the mirror this time next year, realizing that you've hitched your wagon to an albatross. 

Click here for a sneak peekof the valuable information you'll get from this book-CD-workbook program!

As reported in This is Local London, paramedics will ride with police officers on the weekends to patrol incidents that include fights and car crashes.  By having the paramedics readily available, injuries can be assessed more quickly, and the police can be left to handle any criminal aspects of the investigation. That way, ambulances can be reserved for those who may really need it, instead of being called out to each and every incident.

It remains to be seen whether the program is successful, but it raises good food for thought: are there any partners you can collaborate with--even on a limited basis--that could help you do your work more efficiently and save costs?