Leon Shapiro - The Power of Peers: How the Company You Keep Drives Leadership, Growth, and Success
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Business leaders exchange information and ideas. They network to make deals and build partnerships. They work together to optimize best practices, and they reach out to leaders outside their companies to accelerate growth. Simply put, CEOs and business leaders provide value to one another that they cant find anywhere else. In The Power of Peers, authors Leon Shapiro and Leo Bottary introduce peer advantage, a concept that transcends peer influence. This is what CEOs and business leaders experience when they are more selective, strategic, and structured in the way they engage their peers. Peer advantage gives CEOs the insights to compete and the courage to act.
The Power of Peers features stories of business leaders from a range of industries to illustrate the five essential factors for peer advantage, how it impacts personal growth and why it has proven so effective in helping leaders identify future opportunities and challenges. Its what top, growth-oriented executives have relied upon for decades to be successful in business and in life.
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The Power of Peers
True peer advantage is an experience like no other. The Power of Peers shows you how to achieve it.
Marshall Goldsmith, #1 NY Times best-selling author of Triggers, MOJO, and What Got You Here Wont Get You There
There is no problem you cant 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 organizations scaling up.
Verne Harnish, founder of Entrepreneurs 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 of Owner Media Group and NY Times best-selling coauthor of Trust Agents
The Power of Peers gives voice to a concept that I have long witnessed to be true in businesslearning 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 MSNBCs Your Business and cofounder 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 dont 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. Were 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 of 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, Im certain we would have been far more successful. With ThePower 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 Thompsons Thought Grenades radio
First published by Bibliomotion, Inc.
39 Harvard Street
Brookline, MA 02445
Tel: 617-934-2427
www.bibliomotion.com
Copyright 2016 by Vistage Worldwide, Inc.
All rights reserved. No part of this publication may be reproduced in any manner whatsoever without written permission from the publisher, except in the case of brief quotations embodied in critical articles or reviews.
Printed in the United States of America
Library of Congress Cataloging-in-Publication Data
Names: Shapiro, Leon, 1958author. | Bottary, Leo, author.
Title: The power of peers : how the company you keep drives leadership, growth, and success / Leon Shapiro and Leo Bottary.
Description: Brookline, MA : Bibliomotion, [2016] | Includes bibliographical references and index.
Identifiers: LCCN 2015049303 (print) | LCCN 2016001743 (ebook) | ISBN 9781629561202 (hardback) | ISBN 9781629561219 (ebook) | ISBN 9781629561226 (enhanced ebook)
Subjects: LCSH: Business networks. | Strategic planning. | Management. | Leadership. | BISAC: BUSINESS & ECONOMICS / Knowledge Capital. | BUSINESS & ECONOMICS / Leadership. | BUSINESS & ECONOMICS / Strategic Planning. | BUSINESS & ECONOMICS / Small Business.
Classification: LCC HD69.S8 S525 2016 (print) | LCC HD69.S8 (ebook) | DDC 658/.046dc23
LC record available at http://lccn.loc.gov/2015049303
To the family members, friends, colleagues, and competitors who inspire us to be our best selves and make the world a better place.
PART I
Peer Influence in a Complex World
PART II
The Five Factors for Peer Advantage
PART III
Leading with Peer Advantage
I n the early 1990s, one of the most driven entrepreneurs of his generation hit a rough patch. Howard Schultz was trying to expand his Starbucks Coffee around the United States, but after opening a few hundred stores, his rapid expansion model began to break down. Reports came back that customer service, an ingredient perhaps even more important than the coffee itself, was dropping. Maybe the critics were right. Its darn near impossible to scale up a cult brand like Starbucks nationally, let alone worldwide. Why? The intangibles of a cult brandthat uniquely satisfying experience and great customer servicedont always respond to size and scale.
Schultz soon realized that what Starbucks needed most was someone with a deep appreciation for the art of customer satisfaction. Someone quite unlike Schultz, who was one of those type A, hypercompetitive, goal-oriented, numbers-driven, successful-at-everything-he-touches kind of guys.
So in 1994 Schultz did something unusual. He hired an outsider, his opposite in temperament, to strengthen employee morale and customer service at Starbucks. By the oddest of coincidences, the outsider also happened to be named Howard, Howard Behar.
We were so unalike that it was funny, recalls Behar, who later rose to become president of Starbucks. We look different. Hes tall, athletic, hawkish. Im short and round. We see the world differently, too. Hell, we argued and fought for three years about how important employee culture was to Starbuckss ability to delight the customer while scaling nationally and then worldwide. For Schultz, culture was maybe important, but not primary. For me, it was the whole game.
The HowardHoward relationship had a rocky start. But the two protagonists stuck to it. Indeed, Howard Behar served as president of Starbucks for eight years under Howard Schultz.
How do I know this story of the two Howards? I learned about it while interviewing Howard Behar onstage at a Vistage Worldwide event in Seattle. Vistage is a peer-to-peer CEO organization whose members sign up precisely to get the kind of honest, often contrary advice that Howard Behar gave Howard Schultz.
The backstory of the HowardHoward relationship at Starbucks is that Schultz, a dominant alpha male kind of CEO, was convinced that Starbuckss flat spot was a problem that could be teased out in spreadsheet analysis. The empathetic Behar thought otherwise. He told Schultz: Give me three months to go talk to store managers and find out the real problem. While Schultz prowled the data looking for clues, Behar held conversations. At the end of three months Behar came back. During the next Starbucks board meeting, Behar stood up and gave his findings: Board members, I just spent three months talking to store managers, and Im afraid I have just one piece of data for you. The board members leaned forward to hear to Behar. The store managers. Theyre unhappy. Thats the sum of my data. Behar went on to explain that veteran store managers at Starbucks felt alienated from the companys growth. New managers didnt understand the Starbucks culture at all. Result: confusion and unhappiness. The foul mood translated to the baristas, whose bad attitude in turn alienated Starbucks customers.
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