I think we can all agree that connection is imperative these days. The extroverts in the crowd know this in their bones and tend to make focused, intentional efforts to connect with others—not only does it give them energy to do so, it also helps us all weather the storm of unusual times, say, when a pandemic keeps everyone apart for two years.
Even the most reserved of us, those who work best and draw energy from being alone, can agree on the importance of knowing there is someone else out there with whom to share feedback, bounce ideas around, collect and deliver constructive criticism, and add value to one’s own work. For this group, “connection” might mean from afar—by phone, by email, by Zoom—but this is no less important for mood, productivity, and overall good work health.
In the spirit of connection, enter the peer networking group—a subject- or business-specific group of individuals who resolve to come together (in real life or remotely) to stay connected. Members may bring issues or questions about their industry to the group with the hope of benefitting from a broad range of experiences. In sales-focused groups, members are often from diverse geographic regions to avoid competitive overlap from interfering with honest, poignant feedback and advice. A peer group might identify a problem or issue common to everyone in the group and study it together, because this often unearths alternative solutions no one previously considered or brings to light ideas that may have gone unnoticed. If the alternative solution is something someone else in the group had tried, group members benefit doubly by the idea and the other person’s experience with it.
The nice thing about peer groups in contemporary times is the efficacy that technology has lent their development. Thanks to a nearly seamless pivot for most, they continue to bring to everyone’s finger tips a broader, more robust professional network. With just a few clicks, we can access someone whose judgement and experience we trust and value, and we can reap the benefits of providing that support and resource to others.
CIO-turned-executive coach Steve Heckler says in an article for Heller Search Associates that nearly two-thirds of executives do not receive outside leadership advice, but nearly all want it. “As leaders, who do you turn to when you need some help, advice, or just want to kick around some new ideas?” he asks. “Or what if you want to find out about experiences with a particular vendor or consultant?”
Peer groups, or communities of practice (COP), as he calls them, are the perfect solution for decreasing isolation and creating a feeling of community. “Whether it is the public or private sector, regardless of industry, peers are all facing similar challenges,” Heckler says. “It is important to realize as an executive that you are not alone in the obstacles your face on a day-to-day basis.”
Naturally, successful peer groups require some solid ground rules. With membership comes responsibility, which means each member must be accountable to the group, commit to bringing value, be open to feedback (even when it is uncomfortable), and be willing to give feedback in an open, constructive and respectful way. And what happens in a COP stays in a COP—these groups are 100% confidential, no exceptions. That commitment is the only way members can feel safe from judgement to express themselves and share their ideas. Participants must be willing to show up, prepare for meetings or exchanges, engage openly and honestly, ask for help, and believe firmly in actively maintaining an environment of trust, respect, and safety. Usually the biggest roadblock to a successful COP is finding time to meet regularly, but looking back, members never regret having made the time.
“After joining, members find that making the time for the meeting pays quick dividends,” Heckler says. “Those who have made the investment usually come away from each session with several nuggets that prove to be invaluable.”
Peer-to-peer networking works for every level of business where a genuine interest in learning and growing exists. Most people learn better from direct peers (so individuals at the same corporate level), and these relationships tend to foster greater trust and easier relationship building. Besides getting up to the minute, firsthand advice on new ideas, products, systems, and solutions, it is powerful to be able to say to one’s board, executive, or fellow employees that you spoke to five other individuals in this same business or industry situation and they are all dealing with it the same way or implementing the same solution.
When corralling a peer group, consider a group of six to ten participants, keeping in mind a smaller group gives more people the chance to contribute and a group larger than 12 presents the risk of some voices being lost. Of course, over time members may not make every meeting, so over-stacking the roster might work out to the group’s advantage in the long run. Concerns about participation and contribution can be mitigated by a facilitator or a moderator—the same person or someone different each meeting whose job it is to handle logistics and notes or minutes for the meeting, establish the vibe in the group for that session, keep participants on track, and gently engage quieter members.
Whether dealing with personal, professional, or even recreational development and productivity, consider peer groups as an excellent resource. Growing a valuable network is hands down the best way to get new insight, share and receive constructive feedback and direction, and become a more robust and productive presence in your industry. What are you waiting for? ■
