Peer Advisory Groups: What Do You Believe?
Over the past several weeks, I’ve enjoyed exploring the peer advisory group model. I’ve looked at the similarities to learning teams, why it could be the next big thing, the advantages for larger companies, and the value it can bring to CEOs. However, if any of you are ever going to buy the argument that you should join a peer advisory group yourself or recommend it to others, it’s imperative that the beliefs that drive this model align with how you see the world. I’ve listed a few of my beliefs that I suspect are shared by my colleagues. If you share them (at least most of them) as well, then the peer advisory model may be right for you.
that a peer group is smarter than any one individual.
there are leaders at every level in the organization.
leaders benefit from insightful questions and the impartial advice of their peers.
people prefer to implement their own solutions, rather than be told what to do and how to do it.
that success is the most effective means for driving positive behavioral change.
the peer advisory group experience combined with other executive development engagements creates stronger synergies and better results than either by itself.
that leaders, regardless of industry sector, share common challenges.
leaders learn from sharing departmental or industry practices not common to their own disciplines or businesses.
in the effectiveness of peer-to-peer accountability.
Edward Boches once said, “Good work tells you what a product does and why you should buy it. Great work conveys what a brand stands for and invites you to share in its beliefs.” I’m not sure this post qualifies as great work, but I invite you to consider these beliefs. If they align with your view of the world, then it may be time to raise your hand in favor of trying the peer advisory model in your organization.