By: Jonathan Brierre

As an entrepreneur who’s launched multiple brands over the years, I know firsthand how isolating leadership can be. Early in my journey, I often wrestled with tough decisions—marketing strategies, scaling through bottlenecks, and day-to-day operational snags—with no clear place to turn for unbiased feedback. That all changed when I joined a peer advisory group. Suddenly, I had a confidential circle of fellow CEOs and founders who had faced or were facing the same challenges, and our collective knowledge proved invaluable.

This article will discuss the benefits of joining a peer advisory group and how you can achieve the same clarity I did when I joined one. I also interviewed Clarence Williams, an executive coach and consultant of over 30 years, to gain his insights as a seasoned CEO advisory group facilitator for Vistage. 

The Stats That Matter

A study referenced by The Chief Executive of the advisory company shared that members of CEO peer networks reported average revenue growth rates of 5.1%, compared to an industry average of 1.62%. These members also reported operating margins of 22.6%, higher than the 10.3% commonly seen in their industries.

Meanwhile, a dissertation from the University of San Diego underscores just how vital peer advisory can be for leadership development, citing that executive peer advisory groups provide a confidential environment where CEOs can share challenges and receive honest feedback, leading to improved decision-making and leadership skills. Research aside, anyone who’s truly “been there” as a CEO will tell you that the support and candid critique you get from a peer advisory network can be priceless.

When I joined a peer group, I was astounded at how quickly other members zeroed in on core issues I’d been avoiding—like restructuring my project management systems or rethinking my go-to-market strategies. Having a forum where people genuinely “get it” not only streamlined my decision-making but gave me a renewed sense of confidence in my role.

Bringing Real Challenges to the Table: A Conversation with Clarence Williams

Despite the clear benefits of peer advisory groups, it can still feel daunting for many leaders to show up and discuss their most significant pain points. During a recent conversation, executive coach and Vistage Chair member Clarence Williams emphasized the crucial role transparency plays in these sessions:

“A peer advisory group isn’t just another referral club. When you come to the table, bring your real issues—be transparent, be vulnerable, and expect direct feedback,” says Williams. “That’s where the magic happens.”

In his work, Williams has witnessed how quickly CEOs open up once they realize they’re in a confidential, judgment-free zone. Each of his group sessions starts with a simple exercise—members rate their business, personal, and health on a scale of 1 to 10. It might sound basic, but Williams points out that those seemingly small check-ins often reveal deeper, underlying challenges a leader may face.

“You’d be amazed at how a simple ‘I’m at a 4 in personal’ can spiral into a deeper conversation about burnout, team morale, or even strategic pivots,” he explains. “Suddenly, what felt like an isolated problem becomes an opportunity for collective problem-solving.”

Why It Works: Structure, Authenticity, and Accountability

One of the defining characteristics of effective peer advisory groups is their structured approach to problem resolution. As Williams explains, proprietary or carefully designed frameworks are often in place to clarify issues and keep the discussion focused. This means that no matter how lively or wide-ranging the conversation gets, it always circles back to actionable steps.

• Clarity
  The first step is pinpointing the real issue—a process that involves focused questions, active listening, and sometimes a little tough love from the group.
  
• Feedback
  Once the issue is clear, members weigh in based on their own experiences. Williams notes that honest feedback can be eye-opening: “Sometimes you don’t see the forest for the trees in your own business. Another CEO who’s been there will catch something you overlooked.”
  
• Accountability
  Before each session ends, the group helps the participants leave with a clear plan. “If you say you’re going to tackle a hiring issue, that’s going in the notes,” Williams says. Next month, the group will hold you to it.”

Breaking Through CEO Isolation

Clarence also highlighted the challenge of “CEO isolation,” which resonates with many leaders:

“Being at the top is lonely, and often, your immediate team tells you what they think you want to hear,” he says. “A peer advisory group doesn’t have that agenda. They’ll ask the hard questions and keep you accountable if you aren’t following through.”

He values the honesty and collaboration fostered in peer advisory groups, finding it reflective of the benefits they provide. The data highlights trends he observes regularly: in the right environment, CEOs often experience improved revenue growth, enhanced decision-making, and a stronger sense of purpose in their leadership.

Leading Together: Your Path Forward

Peer advisory groups offer a space for open dialogue and structured problem-solving, blending practical business insights with meaningful connections. These groups can serve as a resource for entrepreneurs navigating strategic decisions or seeking support for everyday challenges, fostering an environment of clarity and accountability.

Are you looking to learn more or join an Atlanta peer advisory group? Explore your options at CEO-advisory-group.com and start with a quick initial consultation to see if it fits you. Chances are, you’ll walk away with fresh perspectives on your toughest challenges—and a whole new set of allies cheering you on.

Published by Joseph T.