- Hardcover: 208 pages
- Publisher: Routledge; 1 edition (April 14, 2016)
- Language: English
- ISBN-10: 1629561207
- ISBN-13: 978-1629561202
- Product Dimensions: 6.2 x 0.5 x 9.2 inches
- Shipping Weight: 1 pounds (View shipping rates and policies)
- Average Customer Review: 70 customer reviews
- Amazon Best Sellers Rank: #448,527 in Books (See Top 100 in Books)
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Power of Peers: How the Company You Keep Drives Leadership, Growth, and Success Hardcover – April 14, 2016
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True peer advantage is an experience like no other. The Power of Peers shows you how to achieve it.” Marshall Goldsmith, #1 NYT best-selling author of Triggers, MOJO and What Got You Here Won’t Get You There
There is no problem you can’t solve if you have a group of peers watching your back. The Power of Peers makes a powerful case for peer groups and shows how to structure them, allowing any leader to accelerate an organization's scaling up.” Verne Harnish, founder of Entrepreneur's Organization (EO) and author of Scaling Up
Shapiro and Bottary know their stuff. Their combined experience plus the examples cited in this book make The Power of Peers a valuable walk-through into the world of what peer organizations can do to improve your leadership and success skills.” Chris Brogan, CEO Owner Media Group and NYT best-selling co-author of Trust Agents
The Power of Peers gives voice to a concept that I have long witnessed to be true in business learning from others who have had similar or related experiences holds incredible value. Business owners are at a disadvantage if they do not have a set of people surrounding them to provide both counsel and support. From my own experience as a co-founder of a company, a journalist, and member of a peer group, I can say that peer advantage is the real deal.” JJ Ramberg, host of MSNBC's Your Business and co-founder of Goodshop
In The Power of Peers, Shapiro and Bottary interview dozens of business leaders who tell a similar story to my ownthat of seeking out a different kind of help from a group of peersand in so doing provide a reasonable roadmap to help you learn what you just don’t know.” Gini Dietrich, CEO of Arment Dietrich and author of Spin Sucks
The Power of Peers provides a cogent and engaging explanation for why peer advisory groups work. So if you sit at the top of an organization or business and want to continually push your leadership and management performance to new levels, and do it in an environment that is supportive and fun, and yet hard-hitting and pragmatic, read this book.” Craig Weber, author of Conversational Capacity and recipient of the Vistage Worldwide Speaker Of The Year award
Peer influence is evident in every stage of our life. Kids follow their friends and mirror their older siblings. Teenagers group together in cliques that walk, talk, and dress alike. As we mature, we grow as individuals, yet our peers remain a powerful force in our lives. We’re all in this together. Whether it pertains to business or physical fitness, the more you surround yourself with peers who hold the same values and share the same goals, the more likely you are to accomplish those goals.” Jesse Campanaro, CEO Total Gym
When I started my first business, most, if not all, decisions were mine. Ultimately, the business prospered, but if I had had a trusted peer group to share ideas with, I’m certain we would have been far more successful. With The Power of Peers, Leon Shapiro and Leo Bottary take you on a thoughtful journey that redefines the old adage of you are known (and far more successful) by the company you keep.” Read this book today and take action tomorrow, or you may look back years from now with just a bit of regret.” Robert H. Thompson, author of The Offsite: A Leadership Challenge Fable, founder of LeaderInsideOut.com, and host of Robert Thompson’s Thought Grenades radio
About the Author
Leo Bottary is Vice President, Peer Advantage for Vistage International, where he directs a thought leadership initiative on the power of peer influence for business leaders. Leo also serves as an adjunct professor for Seton Hall University’s Master of Arts in Strategic Communication & Leadership program (MASCL), where he leads online learning teams. In April 2015, he was named adjunct teacher of the year for Seton Hall’s College of Communication and the Arts. Prior to joining Vistage in 2010, Leo enjoyed a 25-year career counseling leaders in strategic communication. During that time, he served as a Senior Vice President (Corporate Practice) and Director of Client Service for the US at Hill & Knowlton. He also founded an award-winning public relations agency, which he sold in 2000. Leo earned a BA from Jacksonville University, an MA in Strategic Communication and Leadership from Seton Hall University and is expected to receive his EdD from Northeastern University with a concentration in Organizational Leadership in 2016. Leo’s dissertation focuses on the power of peer influence for CEOs.
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The chapter on accountability is also very relevant and well-done. They consider the dual-sided nature of accountability, how we want to hold others accountable but we often resist being held accountable. They provide great advice and counsel about accountability in a brief, yet packed chapter.
I believe the book does a wonderful job of motivating CEOs and executives to embrace the idea of peer groups and communities of practice. As someone who enjoys being part of a team and being a member of a community, I am energized by the book. The principles in the book apply in a number of other settings and situations too. I found myself, at times, reading past the examples and the direct aim toward business executives and found additional nuggets of wisdom that applied to every type of peer relationship. Everyone needs to surround themselves with good people. We need to be more concerned with giving than receiving. And we need to be willing to be confronted, vulnerable, accountable and uncomfortable.
This book is worth the time, even if you're not a CEO. This book made me get much more serious about the people I surround myself with and how I spend my time. You will advance your life and your impact by taking the advice in The Power Of Peers.
We know from Spencer Stuart, a global chief executive search and leadership consulting firm, that CEO success can be predicted. "The CEOs who are best at *learning intelligence not only seize spontaneous opportunities to learn but also *build channels to enable learning, for example, *creating their own advisory councils to keep their thinking fresh."
We know from the HBR article – Beyond the Echo Chamber – "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."
We know from the Stanford University study – “Lonely at the Top” Resonates for Most CEOs – "Even the best-of-the-best CEOs have their blind spots and can dramatically improve their performance with an •outside perspective weighing in..."
We know from the McKinsey article – Decoding Leadership: What really matters – that the secret to developing effective leaders is to encourage four types of behavior: being supportive, operating with strong results orientation, *seeking different perspectives and solving problems effectively. McKinsey’s global survey includes 189,000 people in 81 diverse organizations.
We know from Daniel Coleman in the HBR article – What Makes a Leader – that effective leaders are distinguished by a high degree of emotional intelligence in five areas: *self-awareness, self-regulation, motivation, empathy, and *social skill. Coleman’s findings are based on research at nearly 200 large, global companies.
The CEOs, presidents or business owners already participating in a structured, noncompeting peer group, know the potent advantage. Thanks to Leo and Leon for spelling out in detail the peer advantage so cogently for the rest of us.
Kevin McKeown (Seattle)
P.S. (* intended)
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Valuable for young and "new" leaders.