Surround yourself with peers who provide honest, timely feedback

Owning or Leading a firm can be a lonely place

If you own or lead a firm, you may feel more like someone on a deserted island.  You have few people to turn to to obtain pure, unfiltered feedback and the pressure can be overwhelming. 

Consider what it would be like to have a group of peers from non-competing industries whose sole purpose is to give you advice with no personal benefit to themselves.  This is what Vistage is.

If you are on your own island I can help.  Click here to set up a time to talk more about how a Peer Group through Vistage can make a difference for you and your firm.

Learning Resources to Consider

In my Vistage work, I am exposed to various resources that I find to bring great value to my group.  Here are a few I think you might consider for your personal growth:

Scarcity Brain by Michael Easter

The Power of Regret by Daniel Pink

Atomic Habits by James Clear

The Comfort Crisis by Michael Easter

Dare to Lead by Brene’ Brown

Power of Habit by Charles Duhigg

Never Split the Difference by Chris Voss

What do Vistage members learn when they meet?

Here are just a few of the speakers we have learned from in the last 12 months:

Jimmy Blackmon:   Vision, Culture, Climate-Leadership!

Strategic leaders determine the azimuth for the organization – actually, chart the path. To that end, they primarily do four things:

  1. Provide vision – get the big ideas right
  2.  Communicate the big ideas effectively throughout the breadth and depth of the organization
  3. Oversee the implementation of the big ideas
  4. Determine how the big ideas need to be refined, changed, augmented, and then repeat the process over and over again.

Eric Coryell-Team Management:  Creating and Leading Accountable Teams

Conventional wisdom says that teams outperform a group of individuals. Reality, however, has proven that this is the case only if the team is functional and accountable. The truth is that most teams, left to their own devices, are dysfunctional and therefore fail to meet our performance expectations. As a result, many leaders and organizations get frustrated with teams and find themselves struggling to manage accountability in their organizations. Content highlights include:

  1. Four characteristics common to all highly functional teams and the one that gets them to become accountable
  2. Understanding of how fear of separation drives all individual behavior in a group setting and how to minimize fear of separation by learning to appropriately deal with real issues
  3. Sources of all real issues
  4. How to get your team out of “non-work” mode and stop bringing their problems to your doorstep
  5. The secret to getting people to actually speak for themselves and how to build the trust levels necessary to make that possible