Source Unknown. If you know, let me know.
Source Unknown. If you know, let me know.
Keep in mind:
How exactly does the board perform this function? Review the Stanford Business Strategy and Risk Oversight deck to find out.
“Every minute that you spend working on tasks that can be delegated is a minute that you are not planning, strategizing and building the best business possible.”
Working ON your business is about:
Thanks to Bob Babic’s handwriting (see right) for inspiring this post. Bob is a Best Practice Chair and Lead Trainer for Vistage Worldwide. He is also a great guy and an exceptional mentor. Unfortunately for Seattle, Bob is based in Orange County, CA.
If you’re interested in learning more about membership and the selection process for joining one of my CEO peer groups, please text or call me: (206) 890-6858.
If I call you and you’re looking for an excuse to not talk, here are the Top 10 Reasons Why NOT to Join a CEO Peer Advisory Board. Building a leadership chair practice requires a sense of humor.
*A 2015 analysis revealed that companies who joined Vistage over the past five years grew at three times the rate of average U.S. companies.
“Decisions don’t happen in a vacuum; the best ones rarely come from deep pondering in isolation. They happen when people learn from and draw on the experiences of others. In this process, success depends greatly on the quality of social exploration—and on whether your information and sources of ideas are diverse and independent.”
…[T]he social networks of the star performers were more diverse than the networks of the middling performers. Star performers reach out to people from a broader set of work roles, so they understood the perspectives of customers, competitors, and managers. Because the stars could see the situation from a variety of viewpoints, they could develop better solutions to problems.
If you want to make higher quality decisions and achieve 30% better results then:
Learn from the success and failure of others (CEO peer group)
I am not trying to sell you. Either you’re in a ready-state for a CEO peer group or you’re not. If you are then let’s get in touch for 10-minutes. Please text or call me: (206) 890-6858. That starts the mutual selection journey into one of my groups.
In business, the comfort zone has never been a good place to be. Companies that get too comfortable risk becoming irrelevant, obsolete—and extinct. This is particularly true in today’s business world where the forces of globalization; new social, mobile, analytical and cloud technologies; and fast-changing customer, employee and partner demands encroach on our comfort zones daily—making discomfort the new comfort zone.
Business leaders need to recognize that this perpetual assault on their comfort zone can create opportunities—to challenge established practices and win against complacent competition. Forget the common advice to “extend your comfort zone” (which always sounds to me like merely dipping a toe in the water). Winning enterprises must seek to perpetually live in their “discomfort zone”—by continually questioning conventional wisdom, reinventing work, and welcoming disruptive innovation.
How do enterprises, ecosystems, and employees function in the perpetual discomfort zone? D’Souza:
If you’re going to bed feeling comfortable then you’re probably not pushing yourself or your company hard enough. I recommend that you read D’Souza’s post–Discomfort Is the New Comfort Zone–on LinkedIn’s Pulse.
May you sleep well in your new state of perpetual discomfort.
Make sure you focus on creating positive, useful discomfort for someone else.
“It may surprise you that your job as an open-door leader is to make people uncomfortable, but good opportunities create discomfort. The idea is not to get people to do wildly uncomfortable things, just willfully uncomfortable things,” says Treasurer.
Seek discomfort like Treasurer did:
Throughout my career, I’ve always been willing to take jobs that were outside of my skill set. Some people think that’s crazy, but I’m telling you that I wouldn’t be sitting here as president (of a large communication company) if I had done it any other way. It’s dangerous to be safe.
That title is from Ginny Rometty, CEO of IBM. Pithy, huh? I relate…
I’m a guy that breathes persistence. I don’t give up. I lock onto my intended purpose. I grow through wilful discomfort all the time. Painful. Embarrassing. And, for some reason–hard to admit. I wish things flowed easier. Still, I believe that my ability can be developed. I focus on my growth. I don’t warm to a fixed mindset.
What about you? Do you see your “ability as something inherent that needs to be demonstrated or as something that can be developed?”
According to a Stanford psychology professor Carol Dweck, “You’ll reach new heights if you learn to embrace the occasional tumble.” Her evidence “shows that if we hold a fixed mindset, we’re bound not to reach as high as we might.”
Dweck’s research is solid:
If you want to demonstrate something over and over, it feels like something static that lives inside of you—whereas if you want to increase your ability, it feels dynamic and malleable,” Dweck explains. People with performance goals, she reasoned, think intelligence is fixed from birth. People with learning goals have a growth mindset about intelligence, believing it can be developed.
Three takeaways for CEOs and other leaders:
Dweck research proves that you can change mindset. An effective leader knows how to guide, calibrate and pace change. You can’t do that from a fixed mindset. Are you in a ready-state? I’ll say this: joining my CEO peer group ensures your mind stays focused on growing. My members (your peers) promise that.
Next up: how can leaders “create positive, useful discomfort for someone else?”
Curious about an ongoing study of the mindsets of business leaders when delivering their most extraordinary results? What is the mindset that shows up when CEOs are at their most effective?
Of the eight mindsets identified, the “Purposeful” theme is exhibited by 82% of the leaders. This mindset is especially important to a sense of personal power and mission and that translates into high levels of accomplishment.
So, how do you produce exceptional or brilliant results? Can you explain how you did it? Can you repeat? A mindset frame is not your genius but the “doorway” to your genius.
Dr. Eric Jackson’s research on exceptional performance reveals:
…[W]hen people are being their most exceptional and amazing selves, they are influenced by a particular frame of thinking: their Genius. By uncovering the Genius you don’t know you have, you can produce extraordinary results again and again.
Watch this powerful TEDx Talk:
You fuel your energy and resolve when you tap into your dominant genius mindset frame. Here are the 8 genius mindset frames presented in Jackson’s talk. Trust your instincts. Which mindset speaks to you?
For business leaders having a purposeful mindset is key for driving performance. What might you do differently by looking through your genius mindset frame?
Honor your inner HERO. Be brave. Cross the line into your COURAGE ZONE:
Some high-potential candidates raise obstacles, rather than applying for membership in Vistage. Here are some of their reasons.
10. “I can’t make the time to join Vistage.”
You think your time is precious? No Vistage member has any more time than any other member. We all have 168 hours each week. That’s it. The question: how do we choose to spend our time?
Vistage members don’t participate in Vistage because they are bored or because they are trying to find some way to spend time. They are among the most productive business people anywhere. They are very conscious of how they invest their time.
Vistage doesn’t take time. Vistage nets time. Vistage members report — within 45 or 90 days — that they stop doing other people’s work, start getting home earlier, and devote more time to the most important relationships in their lives.
9. “I need to wait until I get over this hump (or project or initiative or fiscal quarter).”
Anyone who thinks, “I’ll have more time after I get over this hump,” isn’t accurately predicting the future. There are always more humps to follow this current hump.
Were you humping 24 months ago? 12 months ago? 6 months ago? If so, humping is not the cure for humping. Vistage lets you live without constant humping.
Generally, Vistage members wished they had joined six or 12 or 18 months earlier.
8. “I’m too busy in my business.”
Vistage members report that spending time on their business (rather than in their business) with a group of peers makes them more effective leaders.
Within months of joining Vistage, members are doing more in less time.
7. “I can’t afford Vistage.”
What is your budget for your own professional development? Surely it’s not zero. You must be willing to invest in your own growth as a leader. If your budget allows, Vistage might be your very best alternative.
Vistage members don’t belong because they need to find some way to spend money. They do it for the ROI.
6. “No, really: I have no cash. We’re on the verge of bankruptcy.”
Oh, that’s too bad. We don’t have a persuasive counter-argument for that.
If you want to have a quick brainstorm on ideas for getting out of your cash crunch, call one of the local Vistage chairs. Otherwise, let us know when cash flow exceeds your cost of doing business.
Vistage members need to have the wherewithal to fund productive change.
5. “I already have a peer group.”
Is your current peer group highly functioning? If so, great. If not, does your peer group have a professional, trained chairperson?
Vistage chairs receive hundreds of hours of training each year. Meetings are productive — and members leave with new methods for leading their own meetings back at the office.
4. “I already have an executive coach.”
Executive coaching is an excellent resource. In Vistage, each one-on-one session with a Vistage Chair is put to the test of the peer group. Peers hold one another accountable more powerfully than a single coach can.
The coaching and peer group combination at Vistage amplifies the call for leadership, maximizing growth of each member.
3. “I already have an advisory board.”
You have friends, trusted advisors, a spouse, and buddies. They all give you advice. But none of them give you agenda-free advice. Their advice always has an agenda: their love and affection for you, their desire to impress, their ax to grind. Their advice might be good, but it isn’t free of some agenda.
Vistage groups offer agenda-free advice. Members give each other their best thinking: take it or leave it. The highest performing members listen hard to what they are told at Vistage.
2. “I can’t trust others with my secrets.”
What’s the deal? Are you a loner? Are you on the lam? Can you even trust yourself?
Vistage members learn how to trust by being trustworthy. Groups immediately study how to maintain confidentiality, because that is the necessary ingredient for true sharing.
Vistage members reach adulthood, marked by a developmental milestone: knowing what stories are ours to tell, and what stories are not ours to tell.
Is that your plan: to walk lonely to your grave? Rest in peace.
Some Vistage members arrive ready to learn. Others are reluctant to learn. But they all learn that they are not the smartest person at the table.
Every Vistage member will tell you: I have learned fundamental lessons from each person in my group.
11. “Vistage is a pyramid scheme.”
No, it isn’t.
Vistage is an appropriately funded vehicle for professionally led and resourced leadership development peer groups.