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Peer-based advising. Should you take a pass?

Posted by Mark L. Vincent on Aug 31, 2016 1:00:00 PM
Why do executive leaders take a pass on peer-based advising?
 
1. They think they do not have the time.
2. They think they can't quantify any ROI.
 
Executive leaders need to spend at least 30% of their time working on what will next drive top-line revenue and mission fulfillment--in short, development of and action on company vision. If they are not doing so, it becomes difficult to justify the company's expense for their salary, benefits and stock. That is a bigger problem than reason #2! It also becomes difficult for them to lead since they have, instead, prioritized their work for management tasks that their staff should be doing.
 
One way peer-based advising ROI has been calculated is thus. A bigger problem, though, is if the executive must justify an expense of this size to the company's board before they can act. In such a case the board is perfoming the role of the executive and has strayed beyond governance. If so, the executive has much bigger organizational problems, something that peer-based advising can help with!
 
Peer-based advising exists in many forms. Quality and consistent interactions are accessible for company owners, CEOs and Executive Directors everywhere.  There really is no excuse to remain in CEO isolation.
 
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Topics: executive leadership, organizational development muse, Mark L. Vincent, Design Group International, organizational leaders, Peer-based advising, CEO peer-based advising,

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