Brobdingnagian is Vast, Huge, Big, Immense, Mammoth…

The CEO superpower we all want in our arsenal? Mega self-awareness. Why? This is the basis for solid decision making. The best decisions rarely come from the CEO pondering in deep isolation. High-quality decisions and decision-making excellence happen when CEOs:

…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. –Decision Making: Beyond the Echo Chamber (Harvard Business Review)

Imagine connecting with up to 16 CEO peers from a diverse range of businesses and backgrounds. Picture a private peer advisory board that is guided by an expert facilitator (Vistage Chair). Envision harnessing the power of your fellow CEOs to assist you in making your most difficult decisions. This is more than peer influence. This is about creating a peer advantage.

If you’re a CEO ready to break the habit of dwelling and deciding in isolation then we should talk.

I’m currently interviewing for two open seats on my Vistage peer advisory board. I seek life-long learners. I’m looking for people who are receptive to change. Companies led by growing CEOs create enormous value on a consistent basis.

Even the best-of-the-best CEOs have their blind spots and can dramatically improve their performance with an outside perspective weighing in. –”Lonely at the Top” Resonates for Most CEOs (Stanford)

My peer advisory board is limited to noncompeting chief executives, presidents and business owners who are final decision-makers and P&L responsible with $5 million or more in annual revenue–in the Seattle area.

Social explorers…seek to form connections with many different kinds of people and to gain exposure to a broad variety of thinking. –Beyond the Echo Chamber

Big Picture:

You’re in a ready-state for a peer advisory board when you are:

  1. Willing to face your problems, challenges and opportunities head-on.
  2. Ready to bring your private issues before a trusted group of peers.
  3. Comfortable listening to and accepting input from others.
  4. Motivated to act on the feedback shared.
  5. Ready to reflect, grow and develop.

You also align with and possess these member attributes (overlap intended):

Member Attributes:

Accountable – The CEO must be willing to take action on issues (problems, challenges, and opportunities) processed in the Group and commit to moving forward.

Autonomous – The CEO must be able to make high-level, important decisions about their business and have the ability to act.

Bias – The CEO must be willing to work closely with other CEOs regardless of their gender, age, race, religion, national origin, etc.

Confidential – The CEO must be sworn to the secrecy of all confidential matters discussed in the Group. What’s discussed in the Group, stays in the Group.

Dedicated – The CEO must be steadfast in their commitment to doing what is in the best interest of the Group and its members, both individually and collectively. This includes helping to keep the group full (16-18 members). A full Group ensures exposure to broad, diverse perspectives and ideas.

performance-management-solutions1Green and Growing – The CEO has experienced long-term growth in recent years and has a burning desire to promote future growth.

Non-Judgmental – The CEO should realize that what might be easy for them might be very difficult for another CEO.

Open Minded – The CEO should be willing and able to consider new or alternative ways or methods of resolving issues brought before the Group.

Pain – The CEO will likely be experiencing pain relating to being Green and Growing or regarding their desire for continuous personal and professional improvement.

Participative – The CEO must be willing to engage in meaningful dialog with genuine interest.

Respect – Each CEO must show empathy and RESPECT for all fellow CEOs in the group.

Skills/Competencies – The CEO has specific skills or unique competencies that help the Group be well-rounded and capable of addressing all issues raised.

Venerable – The CEO should be able to ask questions that tug at the emotions of others, as well as their own. Vulnerability begets vulnerability creating a trust bond.


To learn more about me and my Vistage chair practice: LinkedIn and here. Contact me with any questions: (206) 890-6858 or email:

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(Special thanks to my friend and colleague, Terry BowenVistage Chair – Fayetteville, Arkansas – for graciously sharing his outline on member attributes. He did the heavy lifting. I edited and revised to suit the purposes of my chief executive group in Seattle. Also, deep thanks to my mentor and colleague, Tom ZahniserVistage Group Chairman – PNW – for helping me identify CEO candidates in a ready-state for the peer group experience.)