I once worked for a young organisation with big ambitions. The managers were all highly experienced, but had only recently come together as a team. They decided to contract with a long-established and very stable international firm to help with operations.

I don’t think anybody was expecting what happened next. The partner firm arrived, and immediately started to call the shots. Needless to say, hackles rose amongst my colleagues – we were the customer, after all: isn’t the customer always right? It took some considerable (and uncomfortable) time to make the relationships work.

What happened? This was all about organisational maturity. The partner organisation had well-established ways of doing things and strong internal relationships. Everyone knew what they were there to do, and how it related to everyone else. They knew that their colleagues could be trusted to do what they expected, and to back them up when necessary. That organisational maturity gave them a high degree of confidence.

My organisation, on the other hand, had none of that. Although individuals (as individuals) were highly competent and confident, there had not been time for strong relationships to develop between us. Although there would be an expectation of support from others, without having been there before certainty about its strength, timeliness and content was lacking. In those circumstances, collective confidence cannot be high. Eventually our differences were sorted out, but it might have been quicker and easier if the relative lack of organisational maturity and its consequences had been recognised at the start.

Confidence comes not just from the confidence of individuals. It is also about the strength of teamwork, and a team has to work together for some time to develop that trust and mutual confidence. When two organisations interact, expect their relative maturities to affect the outcome.