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.
Those who study such things tell us 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. Personally, and based on what I observe from my experience and among my clients, I think it needs to be 50%. If executives do not do this, it becomes difficult to justify the company's expense for that executive's salary, bonus, benefits and stock. It also becomes difficult for that executive to lead since they have, instead, prioritized their work for management tasks that their staff should be developed to do.
The cost for peer-based advising is way less than a la carte pricing to attend conferences, bring in a consultant, and retain an executive advisor.
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 an isolated and isolating CEO. And there is especially no excuse when future value, succession, and legacy are at stake.
We are currently forming two new Maestro-level leader cohorts for accomplished executives who see succession and continuity planning as more important than ever. We'd love to talk to you!
I walk alongside leaders, listening to understand their challenges, and helping them lead healthy organizations that flourish.
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