Why the Easy Path Rarely Wins: Build Partnerships That Outlast Luck

As the school year began, Ms. Rivera, a young science teacher with big plans, realized she’d need access to the computer lab—an asset controlled by another department head notorious for keeping resources close. The lab calendar was almost fully booked, her emails had gone unanswered, and students were growing restless. Over lunch, she scribbled names of key decision makers on a napkin: the IT director, the head of math, the parent association leader. Instead of focusing on complaints, she reframed her approach from “how do I get?” to “what can I give?”

Ms. Rivera crafted a short proposal tying her afterschool science project to the math curriculum, highlighting shared learning goals and promising to create fresh tutorial videos for both subjects. She recruited a respected senior math teacher with a reputation for bridging departments as her project advisor, and together they presented their idea in person, bringing an air of collegiality. The head of the computer lab listened, cautious at first, but his guard softened as he saw another senior teacher in the room. Within a week, Ms. Rivera’s project was allocated two afternoons a week in the lab, conditional on sharing results at the next faculty meeting.

As the semester unfolded, the collaboration took on a life of its own. Students benefited from richer lessons. The math department claimed pride in their joint success. Over time, the once-rigid lab head became an unexpected champion, introducing Ms. Rivera to other vital contacts in the district. This outcome wasn’t chance but a cascade of small, strategic partnership building—starting with mapping the landscape, making value-based pitches, and leveraging insider credibility. Behavioral science shows that groups are far more likely to collaborate—and less likely to compete—when goals and reputations are shared. In highly regulated―or gate-kept―contexts, partnerships neutralize barriers and accelerate innovation.

Think about your biggest obstacle—maybe a gatekeeper or resource you can’t get past. Jot down everyone who influences decisions in that world, then choose one and rewrite your approach as a genuine value-add for them, not just you. Picture how you might bring someone respected into the pitch—someone who has already built trust where you haven’t yet. Don’t wait for a perfect opening: draft your proposal and reach out this week, even if it means starting small. The difference between stagnation and momentum is often one conversation built on partnership.