Mutual respect is a very important ingredient, and the best way for the business-oriented individual to win respect from the hacker is to prove that what he brings to the table has value. Part of this is educating the hacker on why your assets are valuable.
What drives us crazy about the stereotype that you see discussed here is the perception that all or most of the value will be brought to the table by the hacker, while most of the reward will be accrued by the other guy. Emails like "I have an idea and a business plan all worked out, I just need a hacker" are translated as "I want to pay you to build something that will glorify and enrich me". You want to instead say something that will be translated as "I need a partner with complimentary skills to my own so that we may achieve _______ together!" and insert "glory and wealth" or "social change" or "a solution to X problem", or whatever floats your boat.
So, you ask, what's something I could bring to the table that hackers would find valuable? Characterize it this way: all the things hackers don't want to do but must be done to run a business. Law expertise, especially in taxes and intellectual property rights, is extremely valuable. Expertise and experience in dealing with state and federal regulators is another valuable asset. You need something specific to point to that can be "valuated" in some qualitative way (quantitative is even better).
A business plan does not carry any value, unless you can point to specific things in that plan that will help you achieve success (i.e., if evidence of the valuable things I listed above are in the business plan, then maybe your approach should be "read my business plan from the perspective of a partner. I'd like your feedback"). Any doofus can write out some pages explaining what they want to do and hand-wave about how it's going to happen. It takes someone with skill and good judgement to write a plan that references market data (perhaps even with results of hiring a market research firm), a viable marketing strategy with a rationale based on data, a strategy for growth made on reasonable assumptions that should be based on data, leads on funding, leads on talent recruiting, relevant legal issues and proposals for dealing with them, etc, etc, etc.
Perhaps you don't have the skill to do even that. Then prove that you have the connections and funding to assemble the team that does have the skills needed to make your venture happen.
Hopefully this helps. I could go on, but this is already a long post.