Need CEO Support? Try My Recipe for A Nourishing Peer Group
It’s often said that being a CEO or a senior executive in an organisation can feel like the loneliest job in the world, but it doesn’t have to be that way.
When surrounded by the right people and the right conversations, not only are we less alone, but we can also find inspiration, challenge and support to supercharge and empower whole leadership teams and organisations.
Through dynamic peer groups who meet regularly and are in the same boat as you, you can find CEO support outside of your board of directors and importantly support that is genuinely independent from peers who don’t have a vested interest in you and your business.
If you’re wondering what a great peer group looks like, here is a basic recipe I’ve developed from many years of chairing wonderful peer groups of CEOs and senior leaders from all walks of life.
Serves: 12-14 people directly, and many thousands indirectly
Cooking Time: Ongoing – it’s constantly in the oven!
Utensils required: A vibrant & emotionally intelligent Chair
Ingredients: The more diverse the mix, the better
1.Begin with The Right Mix Of People
It’s vitally important to combine a group of diverse, ambitious and trusted peers who have the wisdom and curiosity to ask great questions, listen brilliantly (this is a rare skill and more on this later) and alter perspectives.
I’ve chaired numerous peer groups and those that have been the most diverse in many ways (including age, experience, gender, ethnicity, industry, background, education etc) have been the highest performing groups with the strongest bonds and most powerful outputs.
If you’re going to spend time away from your day-to-day business, you need to be surrounded by people who can add value.
When you’re in a lonely position of influence and responsibility, your peers need to be honest and hold your best interests at heart.
High trust in a peer group is like a huge multiplier for everything else. The higher the trust levels the more learning and growth potential exists in my experience. Where people have the courage to be themselves authentically and show vulnerability in front of each other the magic happens.
Few things can be more important than feeling like you are truly safe and able to be genuinely open and honest with your peers, enjoying high levels of trust.
The ability to be vulnerable when it’s necessary is key, along with never being made to feel foolish or weak.
2. Add A Big Splash of Openness, Honesty and Vulnerability
It goes without saying that conversations are fundamental to the work of all leaders, but the nature of those conversations is also paramount: the ability to speak candidly will help leaders think more clearly and with a level of dispassion. In turn this helps them to explore and pressure-test different options.
The more open and vulnerable people are, the deeper, more incisive and powerful the questions are. You are likely to feel more stretched and challenged as a consequence. This vulnerability inspires greater courage across the group and stimulates creativity. Of course the outputs and learning from these conversations are of a far higher quality than those where these qualities are not present. The courage to expose ourselves emotionally also creates a special bond and lifelong business friendships, whilst not usually an objective, more often than not it tends to be a consistent outcome.
Listening is so commonly “understood” and yet so rarely practised. We can often be consumed with our own thoughts and not pay enough intentional attention to someone else. One of the outcomes of being in a strong peer group is enhanced emotional intelligence, as listening is such a crucial part.
Being able to be present, take yourself out of the conversation, serve the other group member first and foremost and be able to step back and see the bigger picture that person is dealing with, as well as the multitude of smaller pictures that sit within.
So the power of listening is a central element for peer group members. Building a safe space to explore what feels right and what the next steps in a situation might be.
3. Bake In Accountability
The next part of the method is to bake in a layer of accountability between the CEO and the group. A CEO’s time is precious but effective challenge in the discussion will help them to get to the root cause of a problem far quicker than otherwise. Balancing the roles of ‘critical friend’ together with that of thinking bigger and more boldly will help them move forwards.
In a successful dynamic, the group will hold the leader to account, checking in with them regularly and honestly. In reality things change, plans may get knocked off track, new barriers appear or complexities emerge that hadn’t initially been apparent. These and many more factors mean that holding each other to account is such a crucial role that peer group members play for each other.
Your peer group will also be there when the going gets tough, synthesising what’s been happening and what needs to be done next. It’s important for leaders to feel like they are “on the hook” to take the time and energy to deliver any action they’ve committed to - with 12-14 people to hold them accountable, maintaining progress, drive and momentum becomes a group effort.
Topics may well include more intangible aspects like difficult conversations with leaders and teams on performance versus expectations, roles and responsibilities and succession planning and the consequent steps from that. They could equally relate to structural aspects of the business like the business model itself or corporate strategy, raising investment and managing shareholders, exit planning and the strategic business plan to deliver against those objectives. The spectrum here is very broad.
4. Add A Generous Dash Of Humility
The recipe has been followed and the results are looking good, but one extra secret ingredient which adds body and substance is a generous dash of humility. For both the CEO and the peer group surrounding them, humility is an ingredient which brings out the best in all the other flavours.
Humility can often get lost in the bravado of running a business. However it really can give an “X factor”* to leaders, teams and their businesses (*Jim Collins). Humble leaders are approachable, relatable and listen very effectively and in peer groups these traits together are a catalyst for high performance.
There may be some loud voices and sharp minds around the table, but it’s important that each is heard. That way the symphony of views and experiences will be maximised to the full.
5. Garnish With A Sense Of Humour
Last but not least: let’s have fun and learn never to take things too seriously, including ourselves. Business gets hard when it becomes all about furrowed brows and deep and heavy conversations.
In a peer group, humour puts people at ease, helps enhance trust, releases tension and stress and creates energy. Adding humour into the peer group dynamics will make everyone feel both included, creative and energised - it’s important to laugh!
Et Voilà
Although there are more ingredients for long-term success that could enhance this recipe, these basic elements can be counted on to deliver a magical result
Meet Kate Fletcher
I have 25 years’ experience transforming businesses, including as Commercial Director on the Board of a FTSE250 company. I’ve worked closely with over 150 Chairmen & women, CEO’s and senior executives.
I work with CEO’s, Boards, Leaders & their organisations. I work with clients 1-2-1 & as a group.
Working with me provides a different perspective & the benefit of a collective wisdom from others in the same boat.
Beyond work I’ve inspired & led winning teams, having sailed around the world & played national hockey. As a mum to two children, I also understand the reality of balancing family & career.
You can stay connected with me via LinkedIn or email me to arrange an exploratory conversation.
