Add “Person of the Year” to Your Resume

It was Christmas ten years ago that YOU were named TIME’s Person of the Year!  My guess is that most of you never noted it on your resume or added it to your LinkedIn profile.  I’m just wondering, “Why not?”

For all these years, you probably believed that “you” wasn’t specific to you; it was more of an “us” thing.  You may have thought that because you didn’t earn this distinction entirely on your own, including it among your list of honors and awards would have been considered a stretch, so to speak.  That’s understandable.  So let me invite you to think of it this way instead:  No other human who has ever been named TIME’s Person of the Year did it entirely on their own either.  (Check out the list).  They had help – lots of it.  Here are a few excerpts from Lev Grossman’s 2006 piece, You — Yes, You — Are TIME’s Person of the Year, just to put what you did in perspective:

“The ‘Great Man’ theory of history is usually attributed to the Scottish philosopher Thomas Carlyle, who wrote that ‘the history of the world is but the biography of great men.’ He believed that it is the few, the powerful and the famous who shape our collective destiny as a species. That theory took a serious beating this year. To be sure, there are individuals we could blame for the many painful and disturbing things that happened in 2006…

“But look at 2006 through a different lens and you’ll see another story, one that isn’t about conflict or great men. It’s a story about community and collaboration on a scale never seen before. It’s about the cosmic compendium of knowledge Wikipedia and the million-channel people’s network YouTube and the online metropolis MySpace. It’s about the many wresting power from the few and helping one another for nothing and how that will not only change the world, but also change the way the world changes.”

I encourage you to read the entire article, but here was the kicker for me:

“But that’s what makes all this interesting. Web 2.0 is a massive social experiment, and like any experiment worth trying, it could fail. There’s no road map for how an organism that’s not a bacterium lives and works together on this planet in numbers in excess of 6 billion. But 2006 gave us some ideas. This is an opportunity to build a new kind of international understanding, not politician to politician, great man to great man, but citizen to citizen, person to person. It’s a chance for people to look at a computer screen and really, genuinely wonder who’s out there looking back at them. Go on. Tell us you’re not just a little bit curious.”

Fast-forward a decade.  In my first Year of the Peer podcast, to be released January 12th, Charlene Li suggests that despite the fact that we have more ways of connecting with one another than ever, real conversation has given way to the Bully Pulpit.  I agree with her assessment. There’s too much talking, not enough listening, and not nearly enough dialogue.  If that’s the case, we’re not maximizing our potential as a society when it comes to building international understanding – citizen to citizen, person to person.  We’re just not.

I don’t think we’re failing at what Grossman described as a “massive social experiment,” but I do believe we’ve gotten sidetracked.  My hope is that if, together, we embrace the Year of the Peer – or at least the sentiment behind it – that we can realize our global collaborative potential.   With any luck, we’ll be named TIME’s Person of the Year for a second time.  And when that happens, whether it’s 2017 or 2018, you can add another Person of the Year honor to your resume!

Don't Stay in Airplane Mode

Perry Maughmer, a Vistage Chair in the Columbus, Ohio area recently shared that he was reading The Power of the Other: The Startling Effect Other People Have On You From the Boardroom to the Bedroom and Beyond – and What to Do About It, by Dr. Henry Cloud.  When smart people tell me they’re reading a really insightful book, I’ve learned over the years that it’s a good idea to buy it right way and start reading it while it’s fresh on my mind.  I’m really glad I did.

Two points that struck me early in Dr. Cloud’s book are 1) “…the neglected truth is that the invisible attributes of relationship and the connection between people have real and tangible power” and that “it begins at birth.”  I often speak to audiences about how early it starts, but only as it relates to childhood memories of wanting to “belong.” It’s my way of helping people reflect on how peer influence has been part of all of our lives for as long as we can remember.  Dr. Cloud speaks to it as a biological and physiological imperative.  This explains a great deal about why our need for human connection is so visceral.

2) Our smart phones serve as a fitting metaphor for maximizing human potential. When your phone is in airplane mode, for example, it has limited functionality.  Connect it to a cellular or wi-fi network, and it transforms into a device with exponential potential.  We are capable of a great deal as individuals, yet we can realize so much more when connected to a network – a network of people who will cheer us on, share their perspectives and wisdom, and hold us accountable for achieving our own self-expressed goals.

In today’s fast-paced, complex world, there’s no need to go it alone.  No need to fight biology and stay in airplane mode.  Challenge yourself to engage in meaningful exchanges with others and take your life (personally and professionally) to new heights.

Image: Chinavasion

Fashioning A New Approach

Using our new PEER method for telling peer advantage stories, read Xavi Gutierrez’s* story and consider submitting one of your own using this simple outline.  To review the guidelines for submitting stories, click here!

*The member’s name and other details in this story have been changed to protect member confidentiality.


Xavi Gutierrez is the Founder and CEO of a tech startup which provides customized ecommerce solutions for fashion stores.  His company was doing pretty well in the Spanish market, and after securing an additional round of funding to expand his business, Xavi set his sights on finding a partner in the UK and eventually expanding globally.


After Xavi received the funds to go global, with a specific focus on Europe during this first growth stage, Xavi tried without success to identify and hire a partner in the UK. Given the international diversity of the peers (namely from the UK market) of the online mastermind groups available at CEO World, he decided to become a member and join a group with the hope that the members might provide him with the support he needed to achieve his goals.


Xavi shared his challenge with the group during his very first meeting, focusing largely on how frustrated he was at his lack of success.  After only 20 minutes of conversation, it became evident that Xavi’s pitch was missing the mark for a UK audience.  It was also clear that the value being offered wasn’t appealing enough for someone to risk investing in this partnership. After a few rounds of clarifying questions, the group members learned enough to suggest additional resources Xavi should explore before moving forward, along with some ideas that Xavi could use to make his pitch and his offer more attractive to a potential partner.  This would involved Xavi securing a few UK clients himself first.
Not only did Xavi make a commitment to the group that he would rethink his approach, but also several group members volunteered to work with Xavi outside the construct of the meeting – which they did.  Xavi’s peers also saw to it that he remained committed to the goal, as opposed to focusing on obstacles or making excuses.


After 12 weeks (three, two-hour mastermind sessions later), Xavi hired his first UK client.  Twenty-six weeks later (6 sessions later), Xavi’s team hired 10 UK clients, and soon after, Xavi convinced a local partner to sell his services in the UK market. Xavi’s initial goal was achieved.  During the following year, Xavi would use this approach to break into 5 new European markets.  As Xavi sets his sights on entering the United States and Asia, he plans to do so with the help of his peers as part of a new mastermind group, with peers who are experiencing the same “business stage” issues and who understand the American and Asia markets.

Are Kids and Seniors Peers?

You may be asking yourself: What kind of question is that?  As I see it, you can make the case for it.  Peers can be peers for a whole host of reasons.  It may involve age, gender, profession, race, common interest, or in the case of kids and seniors, it’s the way in which they see the world.

The natural connection between them is undeniable.  We’ve all seen it.  For my money, it’s because they are two sides of the same coin who speak a common language.  One is informed by innocence, while the other is guided by wisdom gleaned from a lifetime of experiences. The very young and very old see the world with a level of clarity that we as “grownups” only deign to see.  They understand what matters in life in ways we cannot and, because of this, they share a special understanding and an extraordinary bond.

Ever wonder what happens to us during all those years in the middle?  How do we go from being wide-eyed innocents to cynics to being wise (again)?  Why do we make life so complicated during the in-between years?  Why do we work so hard to learn so much only to realize that we know so little?  It’s what e.e. cummings described in his poem, “all ignorance toboggans into know.”  Here, cummings tells us that we actually strive to achieve ignorance, only to toboggan down the hill to wisdom again.  It seems there should be a way to avoid this senseless journey.

Now that said, we know people who are exceptions to the rule.  The very best leaders I’ve ever met, for example, certainly fall into this category.  I’m not sure if they’re tapping into their inner child or just wise beyond their years, but they enjoy a special quality that most people don’t possess.  They can extract clarity from complexity with astounding ease and connect the dots in ways most of us just can’t.

Tell us about a person you know who’s older than 10 and younger than 70 who is managing to avoid the roller-coaster ride from innocence to wisdom.  Better yet, ask them how they did it and share their secret with everyone!

Class Clowns and Peer Advantage

During a recent appearance on Real Talk San Diego 1700 AM ESPN, I spoke with hosts Chase Peckham and Brian Blackburn about a range of subjects related to the power of peers and what I call peer advantage, particularly when it comes to high-performing sports teams – most notably The University of Connecticut Women’s Basketball team.

We also touched on how early it all starts.  In this clip, we discussed class clowns and why the power of maintaining order in the classroom does not rest solely with the teacher; it actually rests with the group.  Here’s a brief video segment.  If you’d like to listen to the interview in its entirety, please do and let me know what you think!

The ANJE Advantage

Celebrating its 30th anniversary, the ANJE – Associação Nacional de Jovens Empresários (National Association of Young Entrepreneurs) is an association based in Portugal that promotes entrepreneurship by establishing new development paradigms in business and encouraging less conservative attitudes regarding risk, making it easier for early stage companies to access capital.

Part of the ANJE’s charge is to promote professional training for its associates and young entrepreneurs and to encourage a robust exchange of information and experiences.  Last week, the ANJE was generous enough to invite me to Porto to deliver a master class on (Success in Business [and Life]: Who You Surround Yourself With Matters), mentor several entrepreneurs, and participate in a two-hour peer advisory group session led by Miguel Dias, CEO of CEO World, based in Porto.

What an experience!  The energy, enthusiasm, and intellect evident among the more than 200 attendees was palpable.  It reminded me of what I experienced in Chicago at 1871, when I participated in a panel discussion there earlier this year.  There’s just nothing quite like an environment fueled by entrepreneurs and leaders of early stage companies armed both with the ideas and the ability to bring those ideas to life!   The atmosphere of collaboration and sharing was magical.

Personally, I could not have been surrounded by a group of finer people.  I learned so much!  Porto is an incredible city.  The people set the standard for hospitality through the shear warmth of their embrace.  To top it off, we celebrated together on Wednesday evening when Portugal defeated Poland in the quarterfinals of the EUFA European Football Championships, as we watched a nail-biting round of penalty kicks that would eventually secure Portugal’s victory!

I’d be remiss in not mentioning the two other master class speakers, both of whom inspired and enlightened me and the audience – Rafheal Gordon and Ryan Foland.  Looking for some amazing presenters for your next event?  Check these guys out!

Who you surround yourself with DOES matter.  Peer advantage is the ANJE advantage!  Make it yours, too!

A Picture is Worth a Thousand Words: Why the Media Should Not Post Photos of Killers

We woke up Sunday morning to the news of an unspeakable tragedy. It was described both as an act of terrorism and a monstrous expression of hate.  The footage outside the nightclub was surreal, as witnesses shared the horror of the event across all the television news networks.  Social media was on fire.

That said, the coverage took an unfortunate turn when photos of the killer were splashed everywhere.  You could even characterize some of these images as glam shots, with one of the photos showing this guy in a NYPD t-shirt.  My question is:  Why?  He didn’t escape the scene.  It’s not as if he were at-large.  If that were the case, revealing his identity would have been helpful for apprehending the terrorist in the soonest possible time.

But because of the bravery of law enforcement on the scene, the guy was dead.  All the media were doing by revealing his identity, and showing multiple images of him over and over again, was turning this guy into a celebrity – an outcome that is not only unworthy of the killer and its many victims, but also one that is known to “inspire similar acts of violence.”   It’s why copycats do what they do.  If you want to be famous and you don’t care what you have to do to make that possible, then the media are all too often willing accomplices.  This has to stop.   The last thing we want to do is incite more acts of terrorism.

The power of peers can be an incredible force for good, yet it also has a dark side.  While being personally incensed at the coverage, I examined a number of articles that confirmed my suspicions that turning an unknown killer into a household name and, in effect, a permanent entry into the history books is not unfounded.   Here are three articles that touch specifically on this topic:

The first television station that announces it will no longer post images of the terrorist and make him the story will get me as a viewer for life.   If you join me, maybe this is how we can use the power of peers as an instrument of good.

Publishers Weekly and The Power of Peers

I’m a big admirer of Howard Gardner, who among other things, codified the theory of multiple intelligences in his 1983 book Frames of Mind.  I’ve always enjoyed how he answered his critics and defended his theory without being defensive.  Debates with scholars inspired more conversation about his work, which I would imagine was precisely what he wanted.  These are the kinds of healthy exchanges that drive engagement and promote understanding about new ideas.

In that spirit, I’d like to address a few points Publishers Weekly (PW) raised in its April review of our new book, The Power of Peers: How the Company You Keep Drives Leadership, Growth & Success (PoP).

PW – “The premise of this book is that CEOs are lonely and isolated and a peer group can help them connect, network, and accelerate their business problem-solving and decision-making. This may be true, but co-authors Shapiro, a former CEO and current board member, and Bottary, a current v-p of a business peer advisory membership organization, point to no research studies directly on point…”

PoP – This is technically correct and also one of the reasons we wrote the book.  While we point to a number of studies that speak to trust, CEO isolation, and other related topics, the literature specific to peer advisory groups for business leaders is scant to say the least.  We hope that’s not the case in 5-10 years.  When you consider what’s available when it comes to the study of leaders and followers, it begs the question as to why there has been so little focus on the people who stand beside us in business.  I’m involved in a study right now that will examine learning outcomes for CEOs who participate in peer advisory groups.  We invite more people to discover the wellspring of research opportunities in this area.

PW – …and offer up examples that more often involve small business owners than CEOs of major corporations.

PoP – While most of the stories in the book come from owners and CEOs of small to mid-sized companies, we also clearly address the point that CEOs of larger companies do participate in peer groups.  The implication that CEOs of larger companies would not likely receive the same value as their counterparts running smaller organizations is unfounded.  CEOs of larger companies simply have different conversations, challenges and opportunities, and the dialogue that ensues during their group meetings reflects that.  Based on our experience and research, that’s the only difference.

PW – “The book abounds in optimistic observations such as ‘Being vulnerable is liberating’ and ‘Our peers… hold us accountable.'”

PoP – It’s a bit of a smart-ass way to make the point, but I can appreciate the desire to add a dash of spice to the review.  If anything, among the hundreds of stories we had at our disposal, we left out those that seemed just to good to be true.  It’s the members who abound with optimism, we just captured their words.

PW – “It makes clear how to create such a group, but isn’t clear enough on why CEOs should want to take part.”

PoP – To address the first clause, let me say, “Excellent and thank you!”  Because that’s exactly what we hoped to do.  As for the second clause, we didn’t presume to tell people what their goals should be.  If you want to run a marathon, surround yourself with other people who want to do (and have done) the same thing.  Cheer each other on, offer training tips, and hold each other accountable for completing your training.  That’s what group members do for each other.  It can help you get across the finish line, whether you want to run a race or run a company (of any size).   Generally speaking, people are really good at setting goals; they’re just not nearly as good at enlisting the support of people who can actually help them achieve those goals.


Thanks to Publishers Weekly for being as engaging, lively, and thought provoking as advertised.  Keep raising issues and inspiring healthy dialogue and debate.  It’s what happens in any peer advisory group meeting worth its salt.  For those of you who’ve read The Power of Peers, I invite you to use the comments section here to ask questions and raise any concerns, doubts, etc. you may have about peer advantage or peer advisory groups for CEOs and business leaders.   While you’re at it, if you’ve never read Howard Gardner, add that to your to do list!  😉







Add Your Favorite Title to the Peer Advantage Library

The Power of Peers: How the Company You Keep Drives Leadership, Growth & Success is based on the simple concepts that who you surround yourself with matters and that peers can help each other in ways they won’t find anywhere else.  Turns out, if you are more selective, strategic and structured about how you engage your peers, there’s no challenge you can’t meet nor any aspiration too lofty to achieve.  The proof can be found in the countless stories of people who have overcome remarkable odds and who’ve shed self-limiting beliefs to achieve amazing success for themselves and their organizations.  Experiencing the power and the benefits of true peer advantage, however, can be greatly enhanced by reading other works that will help you take peer advantage in your life to new heights.

To that end, and with your help (the help of my peers), I’d like create a Peer Advantage Library that includes titles that span beyond The Power of Peers and inspires you to think about the work of some outstanding authors in the context of peer advantage. Some books focus squarely on the peer group experience, while others take a deeper dive into specific aspects of peer advantage (vulnerability and trust for example).  Here are ten thought starters to get the ball rolling:

Who’s Got Your Back by Keith Ferrazzi

True North Groups by Bill George & Doug Baker

Fierce Conversations by Susan Scott

Conversational Capacity by Craig Weber

Conversational Intelligence by Judith E. Glaser

Learning Leadership by James Kouzes and Barry Posner

Team Genius by Rich Karlgaard

The Wisdom of Walk-Ons by Paul L. Corona

Daring Greatly by Brené Brown

Cultivating Communities of Practice by Etienne Wenger and Richard McDermott

These amazing books are just the tip of the iceberg.  With your help, we’ll create a robust collection that will help all of us experience the power of peer advantage in all aspects of our lives.  I will create a permanent home for the Peer Advantage Library over the next several weeks!  Join your fellow peers by adding your favorite book(s) in the comments section!  Thank you!


The Communication Triad

Revisiting a regrettable chapter from my junior high school days, albeit painful, provided us with a metaphor for why the receipt of any communication, as intended, is the responsibility of the sender as opposed to the receiver.  Now I understand why this may seem unreasonable to some people.  Maybe the person wasn’t listening or just ignored an important text or email. Things like this happen all the time, right?  So why is that the sender’s fault?  The thing is, it’s not about assigning blame, it’s about accepting  responsibility.  It comes down to verifying and not assuming.  It’s how great leaders assure that they’re not just writing or talking – they’re actually communicating.

That said, most of us can use help in that area.  So working in teams of three versus teams of two (triads instead of dyads) can provide added assurance that everyone is on the same page.  In the book Tribal Leadership by Dave Logan, John King, and Halee Fischer-Wright, they note the power of triads in communication.  For example, if one person is talking to another, and it becomes apparent that the two people are not on the same page, the third member of the group can be extremely effective at clearing up misunderstandings.   It can work the same way in a larger group, where you have a leader, a member, and the group itself serving as the third leg of the stool.  It’s how the highest performing CEO peer advisory groups engage each other during each and every meeting.

In our book, The Power of Peers: How the Company You Keep Drives Leadership, Growth & Success (which will be officially released on 3/22), we offer this concept as just one small example of what it can mean when we accept responsibility for our success, surround ourselves with the right people, and reap the benefits of what we call peer advantage.  Communicating with one another more effectively is just the tip of the iceberg.   I invite you to pick up three copies – one for you and two more for the other members of your triad!