Defining Value Partnerships

After twelve years of networking in the power industry It is clear to me now more than ever the importance of value partnerships. But before we can attempt to venture out onto this high wire, we need to understand what exactly it is.
What is a value partnership? It is a relationship forged on the basis of like-minded ideals, goals and most importantly values with the understanding of reciprocity. Ideals, goals and values are three free-standing concepts that may intertwine with each other, but in itself are mutually exclusive. Ideals are based on what one aspires.
From a corporate structure we are looking at future projections of growth and what it will take to get there. From a personal stance Ideals are the impetus that propels us forward to pursue and ultimately achieve goals. First the concept has to take hold in the form of our imagination or our mind's eye. As soon as we are able to hold this image in our psyche then it becomes an ideal.
Goals come into existence once the ideal is formulated, accepted and maintained. Goals are essentially dreams with a timeline. They instill passion and excitement and help us feel relevant. It is the same in a corporate structure.
Corporations have clearly defined fiscal goals and meeting those time lines enables the corporations to extend bonuses, expand service areas and add value to their employees through planned social events and job recognition. Yes it takes money to make money.
Values are a bit trickier. Values, contrary to popular belief, have very little to do with material possessions. It is more in line with doing that which you revere and honor consistently. For example if you attend religious services regularly then religion or the belief in God would be seen as a value. Corporations also have value systems from which they make decisions on whether they will extend employment. Here is a corporate values statement from a fortune 500 company:

Corporate Values
In all our relationships we will demonstrate our steadfast commitment to:
Leadership
We will be a world-class leader in every aspect of our business and in developing our team leadership skills at every level; in our management performance; in the way we design, build and support our products; and in our financial results.
Integrity
We will always take the high road by practicing the highest ethical standards, and by honoring our commitments. We will take personal responsibility for our actions, and treat everyone fairly and with trust and respect.
Quality
We will strive for continuous quality improvement in all that we do, so that we will rank among the world's premier industrial firms in customer, employee and community satisfaction.
Customer Satisfaction
Satisfied customers are essential to our success. We will achieve total customer satisfaction by understanding what the customer wants and delivering it flawlessly.
People Working Together
We recognize our strength and our competitive advantage is -- and always will be -- people. We will continually learn, and share ideas and knowledge. We will encourage cooperative efforts at every level and across all activities in our company.
A Diverse and Involved Team
We value the skills, strengths, and perspectives of our diverse team. We will foster a participatory workplace that enables people to get involved in making decisions about their work that advance our common business objectives.
Good Corporate Citizenship
We will provide a safe workplace and protect the environment. We will promote the health and well-being among our corporate family. We will work with our communities by volunteering and financially supporting education and other worthy causes.
Enhancing Shareholder Value
Our business must produce a profit, and we must generate superior returns on the assets entrusted to us by our shareholders. We will ensure our success by satisfying our customers and increasing shareholder value.

Integrity,Quality, Leadership,Customer satisfaction, Good Citizenship and Tolerance are values described in the previous statement. When they make a hiring decision it is based on these core values and principles.
Corporations and individuals want to align themselves with those who can share more than just a beer.
When you actively pursue forming value partnerships you are in essence building a supportive network of individuals and companies that share your value system wholly and in most instances partially. The key word here is "supportive." It does no one any good to form alliances that are not reciprocal in nature.
A quick story that comes to mind is my own experience. When I first registered with Linked In, I quickly joined every group of interest and accepted every invitation with little regard to whom, what or where. After a year or so, I wanted an introduction to a contact. It took reaching out to five different contacts on my list to finally make the introduction. The four previous contacts did not respond to my request and were consequently dropped from my list.
The moral of the story is simple connecting for the sake of connecting is oftentimes not the best use of your time. Always keep in mind what you are trying to accomplish and how you can add value to your company and your relations. Most importantly make sure those you align yourself with are also givers and not just takers.
Motivational Speaker and Author Brian Tracy said it best when he said

"Successful people are always looking for opportunities to help others. Unsuccessful people are always asking, "What's in it for me?"

Be the former, not the latter.