Encouraging Peer Learning Among Future Leaders

𝐅𝐞𝐞𝐥𝐢𝐧𝐠 𝐢𝐬𝐨𝐥𝐚𝐭𝐞𝐝 𝐚𝐭 𝐭𝐡𝐞 𝐭𝐨𝐩 𝐢𝐬 𝐚 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐟𝐚𝐢𝐥𝐮𝐫𝐞, 𝐧𝐨𝐭 𝐚 𝐩𝐞𝐫𝐬𝐨𝐧𝐚𝐥 𝐨𝐧𝐞. 𝐓𝐡𝐢𝐬 𝐢𝐬 𝐰𝐡𝐲. In today's disruptive, fast-paced world, detailed analysis and old best practices often fall short. Leaders are left feeling frustrated and isolated, grappling with challenges that no one prepared them for. I've seen it firsthand: the brilliant leader who feels they must have all the answers, bearing the weight of their role alone. This isolation is the enemy of innovation and resilience. So, where can leaders go to get real-time support and guidance to overcome these challenges? The answer often lies within their own organization, hidden in plain sight. The transformative power of 𝐏𝐞𝐞𝐫 𝐋𝐞𝐚𝐫𝐧𝐢𝐧𝐠 𝐂𝐢𝐫𝐜𝐥𝐞𝐬 - small, facilitated cohorts where leaders learn from one another. This isn't another top-down training program. It's a structured, peer-driven process that delivers profound results because it's built on genuine human connection and shared experience. Through my work facilitating these circles, I've observed three non-negotiable pillars that make them a success: 1. 𝐏𝐬𝐲𝐜𝐡𝐨𝐥𝐨𝐠𝐢𝐜𝐚𝐥 𝐒𝐚𝐟𝐞𝐭𝐲: The facilitator's first and most critical job is to build a confidential, non-judgmental space where leaders can be vulnerable and authentic. This is the bedrock of everything that follows. 2. 𝐒𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐞𝐝 𝐏𝐞𝐞𝐫 𝐂𝐨𝐚𝐜𝐡𝐢𝐧𝐠: Each session, a leader brings a real challenge. The group then engages in a process of deep listening and powerful questioning, helping to reframe the issue and uncover new paths forward. You're not just getting advice; you're developing empathy and new ways of thinking. 3. 𝐂𝐨𝐥𝐥𝐞𝐜𝐭𝐢𝐯𝐞 𝐖𝐢𝐬𝐝𝐨𝐦: These circles intentionally bring together leaders from different functions, sites, and backgrounds. This diversity breaks down silos and smashes echo chambers, bringing fresh perspectives that can reveal blind spots and new opportunities you might never have considered on your own. Leaders feel heard, recognize their struggles are shared, and build a network that fuels both personal resilience and organizational performance. Your growth as a leader doesn't have to be a solitary journey. True, sustainable development happens in a community. You are one conversation away from a new perspective. 𝐅𝐨𝐥𝐥𝐨𝐰 𝐦𝐞 Diane for more frameworks on high-performance leadership. 𝐑𝐞𝐩𝐨𝐬𝐭 this to your network to spread the idea. #PeerLearning #LeadershipDevelopment #ExecutiveCoaching #PeerCoaching #LeadershipCircles #TalentManagement #FutureOfWork #LinkedIn

“Skill and talent gaps” emerged as one of the top inhibitors in our latest research.  It’s a challenge that almost every organization recognizes but responds to incorrectly.  Most organizations respond with more training programs, more courses, more top-down initiatives. But in Never Lead Alone, we discovered that the most effective solution comes from teams who learn together. This means making upskilling a co-created, peer-driven practice, and not a periodic thing that happens only when needed. This is the essence of Teamship. Teamship creates a culture where every member takes ownership of outcomes and their collective capability to achieve them. It’s a shift from “I need to grow” to “We need to grow together.”  When peers co-elevate, knowledge flows laterally across functions, silos dissolve, and new skills emerge in the flow of work and not months later in a training room. For leaders, this means your job is to design the spaces and systems where growth becomes a daily ritual and capability becomes contagious.  Teams and leaders need to understand that upskilling is everyone's responsibility.

The Leadership Hack That Changed Everything for Me. Some of the best leadership lessons don’t happen in a boardroom. They happen in casual, unplanned moments—over a lunch break, a drink after work, or a quiet chat with a trusted colleague. Early in my corporate journey, I was lucky to have a group of colleagues who weren’t just friends; they were my accountability partners. Our conversations weren’t just about work. They were raw, honest, and sometimes uncomfortably direct. One day, a colleague told me, “Ajay, you need to be more succinct in your presentations. Your slides are great, but the message gets buried in the details.” It stung. I prided myself on being thorough. But because I trusted him, I sat with that feedback. And I changed. That’s the power of Co-Coaching. Unlike traditional coaching, which often follows a structured, top-down approach, Co-Coaching is about peer-driven growth. It’s about learning from equals, in real-time, through candid feedback and shared reflection. Leadership isn’t just about getting better at what you do—it’s about how you think. And the fastest way to accelerate that growth is through: - Heat Experiences—Moments that stretch your capabilities and force you to adapt. - Colliding Perspectives—Being challenged by different viewpoints that shake up your assumptions. - Reflection—Making time to process what you’re learning so it actually sticks. I’ve written about this in my latest piece, Co-Coaching: The Simple Shift That Makes Leaders 10x Better. It explores why peer-driven coaching is a game-changer—and how it can redefine leadership growth. So here’s my question for you: Who in your life challenges you in a way that helps you grow? Drop a comment—I’d love to hear your thoughts. **#Leadership** **#Coaching** **#Growth** **#LeadershipDevelopment**

In software, MVP means Minimum Viable Product—a simple version of something new--just enough to test, learn, and improve. In leadership, the same principle applies. But here, MVP stands for Maximize the Value of Peers. Why? Because peers are the minimum viable product for growth. Without them, we stall. With them, we accelerate. Peers offer what books, bosses, and direct reports cannot: perspective without agenda. Insight without bias. Challenge without competition. When trusted peers ask real questions and share honest feedback, they create the fastest, most reliable feedback loop a leader can have. This is not theory. I see it every month in my groups. A leader walks in with a challenge. The group goes to work—not solving it for them, but thinking it through with them. Assumptions get tested. Blind spots surface. Better paths emerge. That is what MVP looks like in practice: a group of smart, experienced peers helping each other make better decisions, faster. So if you are serious about leading well, do not go it alone. Build your MVP. Maximize the value of peers.

“Train-the-trainers” (TTT) is one of the most common methods used to scale up improvement & change capability across organisations, yet we often fail to set it up for success. A recent article, drawing on teacher professional development & transfer-of-training research, argues TTT should always be based on an “offer-and-use” model: OFFER: what the programme provides—facilitator expertise, session design, practice opportunities, feedback, follow-up support & evaluation. USE: what participants do with those opportunities—what they notice, how they make sense of it, how much they engage, what they learn, & whether they apply it in real work. How to design TTT that works & sticks: 1. Design for real-world use: Clarify the practical outcome - what trainers should do differently in their next sessions & what that should improve for the organisation. Plan beyond the classroom with post-course support so people can apply learning. Space learning over time rather than delivering it in one intensive block, because spacing & follow-ups support sustained use. 2. Use strong facilitators: Select facilitators who know the topic & how adults learn, how groups work & how to give useful feedback. Ensure they teach “how to make this stick at work” (apply & sustain practices), not only “how to deliver a session.” 3. Make practice central: Build the programme around realistic rehearsal: deliver, get feedback, & practise again until skills become automatic. Use participants’ real scenarios (especially change situations) to strengthen transfer. Include safe practice for difficult moments (challenge, unexpected questions) & treat mistakes as learning. Build peer learning so participants learn with & from each other, not just the facilitator. 4. Prepare participants to succeed: Assess what participants already know & can do, then tailor the learning. Build confidence to use skills at work (confidence predicts application). Help each person create a simple, specific plan for when & how they will use the approaches in their next training sessions. 5. Ensure workplace transfer support: Enable quick application (opportunities to deliver training soon after the course), plus time & resources to do it well. Provide ongoing support (feedback, coaching, & encouragement) from leaders, peers &/or the wider organisation. 6. Evaluate what matters: Go beyond satisfaction scores - assess whether trainers changed their practice & whether this improved outcomes for learners & the organisation. Use findings to improve the next iteration as a continuous improvement cycle, not a one-off event. https://lnkd.in/eJ-Xrxwm. By Prof. Dr. Susanne Wisshak & colleagues, sourced via John Whitfield MBA

I once asked a Senior Vice President at a big bank: “What’s the biggest piece of advice you’d give about mentorship?” This happened about 2 years ago, when I was moderating an event. And his response was so good that I still remember it. Most people want a mentor with a big title, someone at the top of the org chart. But there are 2 major problems with that: 1/ Time: Senior executives have busy schedules and often can’t commit to mentoring entry-level or mid-career professionals. 2/ Relevance: They may not remember what it was like at your stage. While they can inspire you with how far they’ve come, they might not provide the actionable advice that makes the biggest difference. So, what’s his advice? Learn from your peers. ↳ They are closer to your journey than someone 4 job levels above. ↳ They are more likely to make time for you. ↳ You’ll learn from each other and both of you will grow. (Win-win situation!) The Senior Vice President wrapped up his response by acknowledging that a big part of his success in climbing the corporate ladder was learning from his peers and helping his peers grow. I couldn’t agree more with this leader’s advice. From my own experience and from leading mentorship programs, I’ve seen the power of peer-to-peer mentorship firsthand. The best mentors aren’t always above you; they’re beside you. Build relationships with your peers, share knowledge, and grow together! 💭 Have you learned from your peers? Have you helped them too? __ Follow Gabriela for more insightful content and inspiring stories on Personal Growth, Mentorship & Leadership. 

If you run a remote team, this is worth a read. Might be the coolest thing I've seen in ages. (Not perks. Not ai.) Something that makes life a bit better  We have 100s of devs across the Philippines, LATAM - everywhere. Some hybrid. Some fully remote.  Different clients, skills, experience etc Same thing: → Working solo most of the time. Heads down. Sometimes isolated. → Even when in the office. It kept reminding me of founder peer groups like EO, YPO, Hampton - Private forums where founders can share what's going on Talk openly. Share struggles. Help each other. No judgement. But founders aren’t the only ones who need that. Devs feel it too. Everyone does. So we asked: What if our devs had peer forums? Same rules: → No managers or direct team mates → Confidential safe space → Real talk on life and work We piloted it: Small groups (max 8). Same cohort monthly. Format: Share 1 work win + 1 work challenge Share 1 personal win + 1 personal challenge The group picks / votes 2 challenges from the group to deep dive on No advice - just experience-sharing The feedback? → One of the most special things I’ve done → Raw conversations → New real friendships → A safe space to learn and share ideas  What I learned: Peer learning might be the strongest form of learning Connection doesn’t just happen in remote - it has to be intentional Create the structure. Now they run the show They’ve planned their own hike next month I love this stuff. Thought it was worth sharing I think it could work anywhere - across roles, functions, or industries V cool to catch up with the pioneer group just now Danica Julius Darwin Stephanie Trishia Nicole Patricia. We told dad jokes. 🧡 Would love to hear if anyone else is experimenting with community building ideas 👇

Spending time with people at various stages of their personal and professional journeys—those below you, on your level, and 10 or 20 years ahead—is crucial for comprehensive growth and perspective. Interacting with individuals who are earlier in their journey offers opportunities to mentor, share knowledge, and refine your leadership skills. Engaging with peers on your level fosters collaboration, mutual support, and the exchange of ideas, driving collective progress and maintaining motivation. Connecting with those significantly ahead of you provides invaluable insights, wisdom, and inspiration, helping you envision long-term goals and avoid potential pitfalls. This diverse social engagement ensures a well-rounded development, blending teaching, learning, and shared experiences, ultimately enriching your personal and professional life.

For years, I thought my job as a learning leader was about what happened inside the classroom. The lesson plans. The facilitation. The decks, handouts, and eLearning modules. But somewhere along the way, I realized something profound: most learning doesn’t happen when we’re teaching — it happens when people are working. The moments that truly shape growth are the ones that happen after the training ends: 👉 A manager coaching through a tough conversation. 👉 A peer showing a faster way to solve a problem. 👉 A team member taking on a project that stretches their comfort zone. That’s where the transformation sticks. We often focus our energy on the 10% — the formal training that’s visible and easy to measure — but the other 90%? That’s where capability is built. Real learning is social. It’s experiential. It’s embedded in the rhythm of the workday. As learning professionals, our role isn’t just to deliver learning — it’s to design ecosystems where learning happens naturally, continuously, and collaboratively. That means: ✅ Equipping leaders to coach — not just manage. ✅ Encouraging peer-to-peer feedback and knowledge sharing. ✅ Embedding reflection and experimentation into real work. ✅ Partnering with operations to “put learning where the work is.” The truth is, if the only learning happening in your organization is in a classroom, you’re missing the magic. Because the future of learning isn’t an event. It’s a culture. And when that culture thrives — people don’t just remember what they learned. They become what they learned.

One of the most valuable decisions we made was joining the ConnectWise Evolve peer groups. In fact, when we joined, they were known as HTG Peer Groups. I expected to gain a few tips. Instead, I found something far more powerful: a community of people navigating the same challenges I am—who are willing to be honest, vulnerable, and supportive. We talk about real stuff. Not just tech stuff, financials and strategy, but how we lead, how we prioritize what matters, and how we show up—for our teams and for ourselves. The biggest lesson? You’re not alone in the hard parts. There’s a kind of clarity that comes from hearing someone say, “Yeah, I’ve been there,” and a kind of accountability that only like-minded peers can bring when they say, “So, what are you doing about it?” Because of this group, I’ve become a better leader, a more intentional planner, and a lot less likely to chase every shiny distraction. If you’re feeling stuck, isolated, or overwhelmed: don’t underestimate the power of learning from people walking the same road. #Leadership #PeerGroups #ProfessionalGrowth #Accountability #ConnectwiseEvolve #GoGiver #PersonalDevelopment