Every CEO has a story about a bad decision. A hire that didn’t work out. A market bet that missed. A partnership that went sideways.
Those hurt. But they’re survivable — because at least you made a call, learned something, and moved on.
The expensive one? That’s the decision you’ve been circling for three months. The one you think about on Sunday night. The one where you know what you probably need to do, but you haven’t pulled the trigger because you don’t have anyone to pressure-test it with.
Not your leadership team — they have skin in the game. Not your spouse — they have a different kind of skin in the game. Not your competitors. Not your board.
Someone who’s been where you are, runs a business of similar scale, has zero agenda, and will ask you the hard question you’ve been avoiding.
That’s not a luxury. That’s a leadership tool. And when CEOs don’t have it, the cost shows up in three places: lost hours spent overthinking, strained relationships from unresolved tension, and real dollars — in opportunity cost, rework, and delayed growth.
I facilitate a confidential peer advisory group of non-competing CEOs here in Delaware. We meet once a month to work on the business, not in it. No pitches, no theory — just experienced leaders helping each other make better decisions, faster.
If you’ve got a decision you’ve been sitting on, that’s not patience. That’s isolation. And it’s fixable.
Those hurt. But they’re survivable — because at least you made a call, learned something, and moved on.
The expensive one? That’s the decision you’ve been circling for three months. The one you think about on Sunday night. The one where you know what you probably need to do, but you haven’t pulled the trigger because you don’t have anyone to pressure-test it with.
Not your leadership team — they have skin in the game. Not your spouse — they have a different kind of skin in the game. Not your competitors. Not your board.
Someone who’s been where you are, runs a business of similar scale, has zero agenda, and will ask you the hard question you’ve been avoiding.
That’s not a luxury. That’s a leadership tool. And when CEOs don’t have it, the cost shows up in three places: lost hours spent overthinking, strained relationships from unresolved tension, and real dollars — in opportunity cost, rework, and delayed growth.
I facilitate a confidential peer advisory group of non-competing CEOs here in Delaware. We meet once a month to work on the business, not in it. No pitches, no theory — just experienced leaders helping each other make better decisions, faster.
If you’ve got a decision you’ve been sitting on, that’s not patience. That’s isolation. And it’s fixable.