The Peering Podcast Podcast Por Mike Richardson arte de portada

The Peering Podcast

The Peering Podcast

De: Mike Richardson
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Peers chatting about the demand upon leaders these days, peering into the challenges of collective intelligence and agility to remain future proofed in the face of accelerating disruptive change. With your hosts Mike Richardson and colleagues, we will be peering into how the peer power fuels leaders powered by collective intelligence and wisdom. The Best Way to see the Future is to Peer into it Together.© 2026 Mike Richardson Economía Gestión y Liderazgo Liderazgo
Episodios
  • The Power of Peers in an Era of Artificial Intelligence with Leo Bottary

    The Power of Peers in an Era of Artificial Intelligence with Leo Bottary
    Feb 17 2026
    Leadership in today's rapidly evolving business landscape presents a profound challenge: the isolation that comes with being at the top. CEOs and senior executives often find themselves surrounded by people who have a stake in outcomes, making it difficult to get honest, impartial feedback. The traditional highlight-reel culture of platforms like LinkedIn exacerbates this problem, creating unrealistic comparisons and leaving leaders feeling alone in their struggles. This episode reveals how peer advisory groups provide the antidote to executive loneliness while supercharging innovation through collective intelligence.The conversation explores how peer groups create a "practice field" for leaders—a confidential space where CEOs can step away from daily operations to engage with peers from diverse industries. Unlike networking groups focused on industry-specific connections, these forums bring together chief decision-makers from various sectors, enabling cross-pollination of ideas and practices. Members discover that while they share common challenges, the most valuable insights often come from applying processes from one industry to another, creating unexpected competitive advantages.Trust emerges as the foundational element of effective peer groups, with the discussion tracing the evolution of trust through the Edelman Trust Barometer's two-decade research. As trust in institutions has declined, people increasingly turn to peers for sense-making and validation. This shift has profound implications for organizational leadership, requiring CEOs to become "trust brokers" who can bridge differing perspectives within their teams. The episode reveals how peer groups model this trust-building behavior, teaching leaders to lean into curiosity rather than rushing to judgment.The conversation then examines how the principles of peer groups translate into organizational innovation through "peer innovation"—a framework that leverages the collective intelligence of teams. This approach becomes particularly crucial in the age of artificial intelligence, where the human elements of judgment, context, and relationship-building complement AI's capabilities. The hosts discuss how collective intelligence (artificial intelligence plus human intelligence) represents the future of organizational effectiveness, with peer groups serving as the training ground for developing these essential human skills.As AI enables businesses to scale with fewer employees, the episode warns of the potential for increased executive isolation while simultaneously highlighting the growing necessity of peer connection. The discussion concludes with practical guidance on implementing peer innovation principles daily and scaling these approaches globally to meet the challenges of an increasingly complex business environment.HighlightsJoin a peer advisory group to access impartial feedback and diverse industry perspectives unavailable within your organizationImplement peer innovation frameworks to transform team collaboration and accelerate organizational problem-solvingMonitor the Edelman Trust Barometer annually to understand evolving trust dynamics and their impact on leadershipDevelop trust-brokering skills to bridge differing perspectives and foster psychological safety within teamsUse peer groups as a "practice field" to experiment with leadership approaches before implementing them organization-wideBalance AI adoption with human intelligence development through collective intelligence strategiesReplace highlight-reel comparisons with authentic peer connections to combat executive isolationImportant Concepts and FrameworksPeer Innovation Framework — A systematic approach to leveraging collective intelligence within organizations through five factors, three dynamics, and six measurable outcomesEdelman Trust Barometer — Annual global study tracking public trust in institutions (government, business, media, NGOs) since 2001, revealing critical shifts in where people place trustPsychological Safety — Amy Edmondson's research on creating environments where team members feel safe to take risks, admit mistakes, and voice concerns without fear of negative consequencesCollateral Learning — John Dewey's concept that how we learn (through engagement with others) shapes how we lead, listen, and approach problem-solvingTrust Brokering — The leadership practice of identifying common ground among team members with differing perspectives to enable effective collaborationTools & Resources MentionedVistage: The World’s Largest Executive Coaching Organization — Global peer advisory organization for CEOs, executives, and business leaders REF | CEO Peer Advisory Boards — International peer advisory network operating in 20 countries for 32 years Entrepreneurs' Organization — Global peer-to-peer network of entrepreneursLinkedIn — Professional networking platform described as the "highlight reel" where people present idealized versions ...
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    49 m
  • The Critical Leadership Skill Most Organizations Are Missing

    The Critical Leadership Skill Most Organizations Are Missing
    Feb 2 2026
    Most leaders are operating with only half their leadership capacity, focusing exclusively on goals, metrics, and left-brain analytical thinking while neglecting the powerful right-brain capabilities that inspire teams and drive lasting commitment. This episode reveals why leading with vision—one of the most critical yet underdeveloped leadership competencies—separates exceptional leaders from merely competent managers.Research across 500 companies identified leading with vision as a top leadership competency for next-generation leaders, yet organizations struggle to find companies that do it well. The problem stems from an overemphasis on goals-driven leadership that focuses on accountability, performance metrics, and left-brain analytical thinking. While goals drive performance, they don't address the emotional side of engagement. Leaders who rely solely on goals often burn themselves and their teams out, creating cultures of exhaustion rather than inspiration.The solution lies in developing what Simon Vetter calls "sensory-rich visioning"—the ability to create compelling, aspirational pictures of the future that engage people's hearts and minds. This approach activates the right brain's capacity for imagination, emotion, and holistic thinking, complementing the left brain's analytical strengths. The most effective leaders master both sides: using vision to inspire commitment and goals to create accountability.Vision operates differently from goals in several critical ways. Goals are specific, measurable, and time-bound—they tell you what to achieve and when. Vision creates a sensory-rich picture of what success looks, feels, and sounds like. Simon illustrates this with a powerful example: describing a beach walk with sensory details (feeling sand between toes, hearing ocean waves, seeing pelicans) versus a goal-oriented description (walking 1.3 miles in each direction for 2.6 miles total). The sensory version inspires; the goal version informs.The process of developing visionary leadership begins with creating clarity—clearing the "fog" of daily noise and distractions to distinguish important signals from background noise. Leaders must develop the courage to forge new paths, including both boldness to pursue ambitious futures and vulnerability to admit uncertainty. This courage comes from the heart (the French word "courage" derives from "coeur," meaning heart), requiring leaders to bring their authentic selves into their leadership.Practical applications demonstrate vision's transformative power. One marketing agency owner, overwhelmed and working 70-hour weeks, used visioning to imagine a two-week vacation in Italy with her family. This picture became the driving force for delegation, team development, and cultural transformation. Two years later, she took that vacation while her team managed the business independently—a direct result of leading with vision rather than just managing with goals.Another example involves an executive team in the appliance business that was losing $20 million in revenue due to dysfunction. By first addressing their teamwork issues and then creating a shared vision for competing against lower-priced Asian competitors, they transformed into a high-performing team that generated $30 million in new revenue within three years. This demonstrates that vision must be shared—it's not an individual exercise but a collective commitment to what winning looks like.The episode introduces practical tools for developing visionary capacity. Vision boards create visual representations of desired futures across different life domains (health, relationships, business). Deep thinking exercises in quiet, natural settings allow leaders to access intuition and imagination beyond immediate constraints. The "imagine when" and "picture this" frameworks help leaders describe futures in sensory-rich language that engages teams emotionally.The integration of vision and goals creates what Mike Richardson calls an "and proposition"—the ability to be both structured and unstructured, planful and emergent, tight and loose simultaneously. This whole-brained approach turbocharges leadership effectiveness, running organizations on all cylinders rather than just the left-brain analytical ones. When leaders master both sides, they create cultures where people feel excited rather than drained, inspired rather than overwhelmed.The ultimate test of effective visioning is visceral experience—when leaders and teams can feel the future in their bodies, not just understand it intellectually. This belief about what's possible becomes a driving force that moves mountains, transforming organizations from places of management to centers of inspired leadership.HighlightsReplace goal-only leadership with sensory-rich visioning to inspire team commitment and prevent burnoutDevelop clarity by distinguishing important signals from daily noise to accelerate decision-makingCreate vision boards that visually...
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    47 m
  • Overcoming Sales Leadership Isolation Through Peer Advisory Forums

    Overcoming Sales Leadership Isolation Through Peer Advisory Forums
    Jan 27 2026
    Sales leadership presents a unique paradox: you're responsible for driving revenue while simultaneously managing complex internal dynamics, yet you often face these challenges in isolation. Whether you're selling $20 million private jets, building a criminal defense firm, or managing branded product sales, the core struggles remain remarkably similar. This episode reveals how peer advisory forums transform this isolation into collective wisdom, providing sales leaders with the clarity, support, and actionable solutions needed to navigate their most pressing challenges.The conversation begins with a diverse panel of sales leaders sharing their unique contexts. Pedram Moein sells private jets through Coast Air Center, where deals involve year-long lead times and multimillion-dollar decisions. Brian Banks manages branded product sales, navigating the intersection of customer service and consultative selling. David Shapiro runs a criminal defense law firm where sales isn't just about revenue—it's about securing clients during their most vulnerable moments while building a sustainable practice. Despite these vastly different industries, they all confront identical fundamental challenges: maintaining focus amid competing priorities, balancing "working in" versus "working on" the business, and communicating effectively across organizational boundaries.Sean Alger, co-facilitator and sales leadership expert with decades of experience, introduces the foundational 4 P's framework that structures effective sales leadership: Plan (sales and marketing strategy), People (organizational structure and talent), Process (sales funnel and metrics), and Platform (technology and enablement tools). This framework provides a systematic approach to diagnosing and addressing sales leadership challenges, moving beyond reactive problem-solving to strategic management.The panel identifies pattern recognition as a critical skill for sales leaders. Across industries, they observe recurring themes: alignment gaps between departments, communication breakdowns, and the constant tension between immediate execution and long-term strategy development. Brian Banks emphasizes how data-driven systems help prioritize attention on the most critical issues, while David Shapiro discusses the mindset shift required to treat professional services as a business requiring deliberate sales leadership.The transformative power of peer forums emerges as the central theme. Members describe how REF (Renaissance Executive Forums) provides "perspective without politics"—a safe space where leaders can be vulnerable about their real challenges without internal organizational dynamics interfering. The structured case process methodology proves particularly valuable, using open-ended questioning techniques to help members gain clarity on complex issues. This process mirrors effective sales techniques, where guiding clients to their own conclusions proves more powerful than providing direct answers.Three key benefits of peer forums stand out: reduced loneliness, practical solution generation, and accelerated professional growth. Sales leaders discover they're not alone in facing specific challenges, gain diverse perspectives from non-competitive industries, and develop problem-solving frameworks applicable beyond their immediate context. The diversity within the forum—spanning age, industry, gender, and experience levels—fuels richer discussions and more innovative solutions.The episode concludes with actionable advice for sales leaders feeling isolated in their roles. The panel emphasizes that challenges evolve rather than disappear as businesses grow, making continuous learning and peer support essential. They encourage leaders to seek out or create peer forums, embrace vulnerability, and approach challenges with curiosity rather than certainty. By transforming isolation into collective intelligence, sales leaders can navigate their complex roles with greater confidence and effectiveness.HighlightsPeer advisory forums combat leadership isolation by providing diverse industry perspectives and confidential support systemsThe 4 P's framework (Plan, People, Process, Platform) creates structure for diagnosing and addressing sales leadership challengesStructured case processes transform vague business problems into actionable solutions through guided questioningEffective sales leadership requires balancing immediate execution ("working in") with strategic development ("working on") the businessPattern recognition reveals that 95% of sales leadership challenges are identical across different industriesVulnerability in peer settings accelerates problem-solving by removing organizational politics from the equationDiversity in peer groups (industry, age, experience) generates richer insights than homogeneous teamsImportant Concepts and FrameworksThe 4 P's Framework — Sean Alger's structured approach to sales leadership covering Plan, People, Process, and ...
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    52 m
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