All relationships are partnerships. Many entrepreneurs just starting out in the business world choose to launch their venture with the help and support of a partner, and when they do so, they are entering into a relationship-one that has the potential to play a very important role in their future success.

While starting a business in partnership with another person may be somewhat less common in franchising than in the independent sector, it is a trend that is on the upswing in both arenas. Financial considerations generally play an important part in the decision to go the partnership route, but having the support and sense of shared commitment that comes with a partnership is also attractive to many people.

There are 10 dimensions that define partnership. Knowledge about which characteristics apply in a given partnership can make the difference between a successful business partnership and a difficult one.

The importance of making a rational assessment can be difficult to grasp for prospective partners in some cases. Often, they are irresistibly drawn to one another in the glow of a shared vision and the promise of financial prosperity.

That's not unlike the situation where a couple fall in love and marry on the strength of passion. But potential partners who are able to look beyond their initial enthusiasm and attend to serious consideration of their compatibility will be rewarded by a heightened probability of a successful franchise partnership.

Characteristics that warrant careful attention include:

Accountability. A successful partnership depends on each partner's ability to follow through on commitments in a timely way. Partners need to be responsible for the consequences of their behavior-to be pleased with success and to own and correct mistakes. People who exhibit the following characteristics are a poor partner risk:

Compatibility in values and beliefs. Values are a guide to behavior, a road map to a desired goal. Beliefs are a statement of one's perception of reality, a declaration of current conditions.

Partnerships have a better chance of success when the partners share common values and beliefs. That sets the basis for a capability to resolve major differences that could negatively impact their ability to work together.

Dealing with difference. A potential partner should be able to respect difference without passing judgment. He or she needs to have a commitment to searching for consensus on issues where differences exist.

A desirable partner is one who views compromise as an investment in a relationship and not as a deprivation. A person who has to be right or needs to be in control generally will not make a good partner.

Judicious risk-taking. The venture into any new business presents risk, and risks naturally involve making mistakes. People who view making mistakes as failure will never be successful entrepreneurs.

Success comes precisely from taking calculated risks and learning from one's mistakes. The hackneyed maxim "no risk, no gain" is a reality reminder of a basic truism. Of course, adequate homework must be done before taking risks so that the uncertainty, number, and severity of consequences in taking risks will be minimized.

Also of concern is whether the consequences of failure are manageable. Included in the assessment of risk is whether the desired goal is warranted in terms of time, money and/or energy.

Managing emotions. Learning to manage one's emotions is as important as developing one's intellect. Productive partners pay as much attention to the development of constructive management of their emotions as they do to development of their intellects.

Their capability is enhanced when they learn to balance intellect and emotions so that they work in concert with one another. They also recognize that when emotions run too high, it will short-circuit their ability to use their intellect.

An example is a person who allows his or her emotions to dominate decision making so that he or she is unable to adequately assess the consequence of doing so. It is best to avoid a people who have a short fuse when it comes to managing their emotions.

Personal characteristics. Potential partners should get to know each other well enough to determine whether the positives in their relationship offset any negative characteristics. Partners who like each other and get along well will have an easier time managing their partnership.

It is important to gain knowledge about a person's work ethic, any behaviors that would enhance the relationship and those that might have negative impact, such as alcohol or use of drugs. Examination of lifestyle becomes important when it impinges on the partnership.

Also of interest is knowledge of outside interests that are likely to be an asset or interfere with the needs of the partnership. For example, a person may become highly involved in community activities, believing those activities will enhance the image of the business relationship. The partners need to evaluate whether the benefits of such activities are sufficient to offset the absence of the partner from the business.

Stable and supportive personal life. The demands of conducting business require the concentrated attention of a partner. A potential partner who is having significant personal difficulties is vulnerable to distraction and ultimately to poor judgment.

Consideration should be given to conditions that could potentially enhance or interfere with a partner's ability to attend to relevant partnership responsibilities. Items to consider include:

Communication skills represent one of the most critical variables for success in a partnership. They are the cement that binds the various parts of a business effort into a productive whole. Desired characteristics include:

Work history. Prior work history is a strong predictor of future behavior. It is important to be mindful that the presence of any of the characteristics below can be an asset or create problems in a partnership.

The following characteristics may not be immediately evident in the early stages of considering a partnership, but their relevance usually can be determined through a careful evaluation of a prospective partner's past work history:

Selection of a business partner deserves the same attention given to selecting a marriage partner. Both involve long-term commitments. The success or failure of the partnership is likely to have a major impact on the lives of all who are affected by it.