In all shared journeys to a common goal, to partner you must begin with a relationship. At what point does a relationship between an underwriter and an agency or an agency and their insured become a partnership?

These are the relationships characterized as including a high level of trust. In some instances, this can take years to establish. During days, weeks and months of working together, agents and underwriters, or agents and their insureds, form a bond of trust as they realize they can depend on each other to speak accurately about the facts and provide unflinching advice and support.

In other instances, a high level of trust can be reached between people who have known each other for only a short time. Ask any veteran about the people in his or her unit, no matter how long ago they served, and they will recount details about persons not seen in years. It is the result of a bond built on shared sacrifice and trust.

Trust is not time sensitive. It can build slowly over time, like good single malt scotch, or it can be placed on a fast track, like two souls in a foxhole, scared to death and utterly dependent on each other.

Of course, in some instances, little more is needed from the relationship. While it may be a nice bonus to trust your dry cleaner or handyman, you usually don't expect more than technical competence. There are times, though, when a relationship requires a level of trust before it can reach its full potential. In asymmetrical knowledge transactions, where one party counts on the other for information—such as a broker and her client, or an underwriter and his agent—it is a foundation stone. But sometimes, it just doesn't happen.

Why do some relationships evolve to a level of trust, while others never reach this favored state?

Trust can be lost, or never found, for many reasons, including deceit and self-interest that doesn't allow for the interest of others. In my experience, a lack of transparency deters trust in the insurance profession. These are the instances when we suspect someone we are dealing with has not fully embraced the benefits of full disclosure. In the agency world, it could be when the wording on an endorsement from a carrier isn't fully revealed, or when a client doesn't provide full disclosure about certain exposures.

A lack of transparency can sometimes be the result of inexperience. When someone doesn't fully understand the product or service he is selling, he may wish to hide his ignorance by avoiding detailed explanations. While this is understandable, it's not forgivable.

What is neither understandable nor forgivable is when a person knows better, but deliberately conceals the full set of facts. This person seeks to deceive the other party; depriving him of the thing every person deserves: the truth. While there may be short-term profit in such a relationship, there is no long-term value.

During my career as an attack helicopter pilot for the U.S. Army and later, as a businessperson, I have had many wonderful partnerships—from helicopter mechanics whom I trusted with my life, to business partners, staff, underwriters, clients and professional advisors. What characterizes each of these partnerships is a willingness to share the truth and a commitment to excellence. All of my partners generously share information, ideas, advice, guidance, resources, time and more. A good partner will bravely tell the truth, even when the truth is uncomfortable. This partner won't stop there, though. Instead, he will help to develop solutions leading to a more favorable outcome.

In addition to a willingness to share, a good partner is always ready to place the interests of others ahead of his own interests. Revenue goals, new business targets and personal achievement are of no interest to a true partner when they do not result in mutual well being. And here's the happy irony: When one partner seeks the well being of another, both parties benefit. Partnerships are symbiotic relationships. When partners treat each other honestly and selflessly, partnership thrives.