High-Performing Vistage Group

This document outlines the operational framework for the SB GROUP 2019, an advisory board facilitated by Ed Robinson, Vistage Chair. It details the group’s mission and vision, emphasizing member accountability and active participation. The text also includes a meeting schedule through 2025, lists objectives such as accountability, quality, and recruiting, and provides various tools and frameworks for issue processing and decision-making. Overall, the source functions as a comprehensive guide for Vistage group members and their chair, Ed Robinson, to foster a productive and supportive environment for professional and personal growth.

Briefing Document: Vistage SB Group 2019

This briefing document summarizes the key themes, objectives, operational guidelines, and methodologies outlined in the “SB GROUP 2019 – JULY 2025 – VISTAGE BP.pdf” document, which details the structure and practices of a Vistage private advisory board for CEOs, executives, and business owners.

1. Vistage Overview and Core Philosophy

Vistage positions itself as “The World’s Leading Chief Executive Organization,” providing “Private advisory boards for CEOs, executives and business owners.” (Page 1, 6, 7). The underlying philosophy emphasizes that “The legacy you leave behind rests on the leadership choices you make today,” and “How we do anything is how we do everything.” (Page 2).

Key Quotes & Ideas:

• “Don’t be afraid to have strong advisors (or join Vistage!) for those challenges that you need help. Leading a company is a very difficult job.” – Matt McCoy (Page 2)
• “As a leader, it is often better to ask the right questions and listen than to have all the answers..” – Robert S. Kaplan (Page 2)
• “Judging man by his questions rather than his answers.” – Voltaire (Page 2)
• “Asking for others to see what you may not be able to see. It’s always important to check your ego and ask for help” – Ken Blanchard (Page 2)

2. SB Group 2019 Mission, Vision, and Values

The SB Group 2019 operates with a clear mission, vision, and set of values.

Mission: “To foster an environment of individual improvement that increases each member’s business performance and personal effectiveness.” (Page 3)

Vision: “We will affect positive change in ourselves that will lead to each of our companies being more financially healthy, better at achieving their goals, and more nurturing to our employees.” (Page 3)

Core Values (illustrated by a pyramid on page 6):

• Growth: “professionally, personally”
• Challenge: “the courage to search for the truth”
• Caring: “fully committed to one another”
• Trust: “faith in one another’s integrity”

3. Code of Conduct and Group Expectations

The group adheres to a strict code of conduct designed to maximize participation, accountability, and confidentiality.

Key Elements of the Code of Conduct:

• Timeliness: Meetings start and end on time.
• Issue Processing: Members are expected to process at least two issues per year using a prepared form submitted in advance.
• Attendance: Members commit to attending at least 75% of meetings, with absences becoming an issue for group discussion after the third instance.
• Submissions: Financial dashboards and check-ins are required, even for absent members, ideally 48 hours before meetings. Absent members must review recordings and send a group email response.
• Retreats: One group retreat per year is mandatory.
• Presence: Full participation and avoidance of distractions are expected.
• Respect & Confidentiality: Operating with the highest respect and holding all discussions in strictest confidence are paramount to maintaining a “sense of ‘safety'” (Page 12).
• Truthfulness & Best Interest: Members commit to “always telling the truth (no BS), even when it is uncomfortable” and “always acting in the other person’s best interest.” (Page 3)
• Openness to Feedback: A “don’t shoot the messenger” mentality is encouraged.
• Value Proposition: Members who feel they are not benefiting are encouraged to discuss this with the group before leaving.

4. Group Structure and Responsibilities

The Vistage group structure emphasizes shared responsibility and specialized committees to ensure high performance.

Chair (Ed Robinson): Responsible for managing the process (Page 1, 13). Members: Responsible for presenting issues, giving advice, and acting on advice received (Page 13). Shared Responsibility: Both the Chair and members are accountable for the group’s success, focusing on content, hard work, and enjoying meetings (Page 13).

Vistage Group Committees (Annual term, max two consecutive years):

• Accountability Committee: Ensures adherence to group expectations, including ground rules, attendance, check-ins, financial dashboards, issue follow-up, speaker prep, evaluations, and annual goals.
• Quality Committee: Focuses on maintaining high-level quality across all group activities, including Executive Sessions, Best Practice Discussions, Speakers, Issue Processing, Host Presentations, Tiger Teams, leveraging other Vistage resources, and the Group Retreat.
• Recruiting Committee: Aims to keep membership full (16 slots) by vetting quality members, addressing composition needs, welcoming guests, screening new members, and onboarding.

5. Meeting Schedule and Activities (July 2025)

The document outlines the meeting schedule for the SB Group 2019 from January to December 2025. Meetings include a mix of:

• Goal Planning Presentations
• Speaker Meetings (e.g., Dr. Kent Wessinger on “How to Confidently Lead, Motivate and Keep Your Younger Workforce Accountable,” Dale Richards on financial workshops, Paul Dougherty on risk mitigation, Adam Nemer on Workplace Mental Health Literacy)
• All Day Executive Sessions
• Vistage Group Retreat (November 7-9)

Typical Meeting Agenda (Example from July 1, 2025):

• Breakfast (8:00 a.m.)
• Check-In (8:30 a.m.)
• Host Presentation (Jackie, 9:30 a.m.)
• Dashboard/Goal Review (10:30 a.m.)
• Lunch (12:00 p.m.)
• Executive Session (1:00 p.m.)
• Admin Issues/Meeting Debrief (4:15 p.m.)
• Adjourn (4:30 p.m.)

6. Issue Processing Framework

A significant portion of the document is dedicated to the process of identifying, presenting, and resolving issues and opportunities.

Key Principles:

• Preparedness: Members must be prepared and open when presenting issues.
• Frequency: Each member is expected to present an issue monthly.
• Detail & Attitude: Provide sufficient background detail and maintain a positive, non-defensive attitude.
• Accountability: Members are accountable for acting on advice received and providing feedback on issue resolution at later meetings.

Models and Tools for Issue Processing:

• “Iceberg State” (Page 7) and “Transformation Mountain State” (Page 8): These visuals illustrate a journey from current “symptoms” and “unproductive behaviors” (“Puddle of Life,” “Rigid Iceberg of Life”) rooted in “self-limiting life beliefs” (the base of the iceberg) to “desired results” through “productive behaviors” and “empowering states” based on “unlimited life beliefs” (the peak of the mountain). This suggests a focus on uncovering deeper, root causes of issues.
• Cycles of Success (Page 9): A cyclical model encompassing:
• Planning: “What will we do?” (Key indicators/milestones)
• Implementation: “How will we do it?” (Activities, skills, knowledge)
• Results: “What does success look like?” (ROI and ROIT)
• Diagnostics: “What are the problems?” (Priorities)
• “ARMED AND DANGEROUS” (Page 10): This table outlines a desired member/group commitment, contrasting a “Seminar Club” or “Shared Destiny” approach with an “ARMED & DANGEROUS” one. Key shifts for “ARMED & DANGEROUS” include:
• Bringing “real” issues, “especially when uncomfortable.”
• Processing personal issues “as often as needed by many members.”
• Being “Open” about vulnerability.
• Sharing feelings “during almost every issue by all.”
• Members “challenge each other.”
• Asking for a “Tiger Team immediately” during business downturns.
• Members “Create” value rather than it being “Spoon-fed by Chair.”
• Members “Drag Chair” for group improvement.
• “Me” owning the group.
• Questions for Uncovering “A” Topics (Page 14): A list of probing questions to help members surface and explore salient challenges, focusing on stress, long-standing problems, fear, uncomfortable topics, major life impacts, strained relationships, and significant opportunities.
• Issue Processing Pre-Work Guide (Page 15) and Opportunity/Issue Processing Form (Page 16): Structured forms for members to identify, rate, and detail initiatives, challenges, or opportunities, clarify desired outcomes, provide background, and define the help needed from the group.
• Vistage Issue Prep (Page 17-18): A two-page form to guide members in naming the issue, identifying players/roles, stating desired feedback, telling the story (7 bullet points max), defining the stake, outlining scenarios, and exploring emotions. It also guides group feedback and next steps.
• Issue Processing Flowchart (Page 19): A visual guide to the process: Issue Statement -> Clarifying Questions -> Issue Restatement Nominations -> Suggestions -> ACTION PROMISE DUE DATE.
• Deeper Questions – Conversations of Discovery (Page 21-22): Open-ended “what” or “I wonder” questions categorized for:
• Issue/Opportunity Clarification
• Outcome Clarification
• Impact Clarification
• Future Implications
• Solution Clarification
• Action Clarification
• Deep Issue Processing Checklist and “Lifeberg” Deep Topic Processing (Page 23-24): Tools to explore issues beyond the surface, delving into:
• HAVING (Impact in time, emotions, relationships, dollars)
• DOING (Member’s behaviors)
• BEING (One-word descriptors of member)
• PAST EXPERIENCES/UPBRINGING (Root Causes)
• BELIEVING (Self-Limiting Life Beliefs)
• Leading to Affirmation Statements and New Doing Behaviors.
• Deep Dive Explorational Guide (Page 25): A four-level questioning process to uncover foundational life beliefs influencing chronic unproductive behavior patterns.
• Make A Decision (Page 26): A structured worksheet for decision-making, including dilemma, importance, indecisiveness level, best/worst-case scenarios, pros/cons, gut feelings, and rational/intuitive conclusions.
• Coaching Conversations (Mineral Rights Model) (Page 27): A 7-step model for gaining clarity, improved understanding, and impetus for change, focusing on identifying, clarifying, determining impact, future implications, personal contribution, ideal outcome, and committing to action.
• Your “To Don’t” List – PROMPT QUESTIONS (Page 29): Questions to help identify tasks or activities to stop doing, such as repetitive tasks, doing others’ jobs, commitments to extricate from, or habits hindering progress.
• Accountability Inquiry (Page 29): Questions designed to prompt reflection on the meaning and practice of accountability within the group and individually.
• Confrontation Conversations (Page 30-31): A model for structured confrontation, emphasizing preparation (naming issue, specific example, emotions, importance, contribution, wish to resolve, invitation to respond), interaction (inquiring into partner’s views, paraphrasing), and resolution (learning, new understanding, new agreement, accountability). “All confrontation is a search for the truth.” – Pat Murray (Page 30).

This document outlines a comprehensive framework for peer advisory, professional development, and personal growth within the Vistage SB Group, emphasizing accountability, deep self-reflection, and collaborative problem-solving.

Vistage 2019 Study Guide: Principles and Practices

I. Core Concepts & Principles

• Vistage Mission, Vision, and Values: Understand the fundamental purpose of the Vistage Group, its aspirations, and the guiding principles that shape its operations.
• Mission: Individual improvement, increased business performance, and personal effectiveness.
• Vision: Positive change leading to financially healthy companies, goal achievement, and nurturing employee environments.
• Values (Growth Triangle): Growth (professional and personal), Challenge (courage to search for truth), Caring (fully committed to one another), Trust (faith in one another’s integrity).
• Code of Conduct: Key behavioral expectations and commitments for members, including meeting attendance, issue processing, confidentiality, and truthfulness.
• Member Accountability and Participation: The emphasis on individual responsibility for engagement, preparation, and follow-through to maximize group value.
• The Role of the Chair vs. Members: Differentiate the responsibilities of the Chair (managing the process) and members (presenting issues, giving advice, acting on advice).
• Confidentiality: Its paramount importance in fostering trust and open communication within the group.

II. Key Processes & Tools

• Meeting Agenda: Familiarize yourself with the typical structure of a Vistage group meeting.
• Issue Processing: This is a central component of Vistage. Understand:
• Purpose: To gain clarity, receive feedback, and develop action plans for challenges and opportunities.
• Preparation: Use of issue preparation forms, submitting information in advance.
• Presentation: Being prepared, open, providing background details, and maintaining a positive attitude.
• Advising: Providing serious, positive, and sharing feedback.
• Follow-up: Accountability for reporting on issue resolution and the usefulness of advice.
• Related Tools:Questions for Uncovering “A” Topics (Page 14): Techniques for identifying salient challenges.
• Issue Processing: Pre-Work Guide (Page 15): Structured approach to identify and prioritize initiatives, challenges, or opportunities.
• Opportunity/Issue Processing Form (Page 16): Detailed form for presenting an issue.
• Vistage Issue Prep Instructions & Definition of Terms (Pages 17-18): Step-by-step guide for preparing an issue, including “The Story,” “The Stake,” and “Your Emotions.”
• Issue Processing Flowchart (Page 19): A visual representation of the issue processing steps.
• Deeper Questions – Conversations of Discovery (Pages 20-22): Open-ended questions designed to facilitate deeper exploration of issues across various dimensions (clarification, outcome, impact, future implications, solution, action).
• Deep Issue Processing Checklist / “Lifeberg” Deep Topic Processing (Pages 23-24): Frameworks for exploring the root causes of issues, connecting symptoms to behaviors, being states, and underlying beliefs.
• Topic Processing Deep Dive Explorational Guide (Page 25): A guide for resolving challenges due to unproductive behavior patterns, focusing on uncovering self-limiting beliefs.
• Committees: Understand the objectives and areas of focus for the various Vistage Group Committees (Accountability, Quality, Recruiting).
• Cycles of Success (Page 9): The four stages of strategic management: Planning, Implementation, Results, and Diagnostics.
• “Armed and Dangerous” Member Attributes (Page 10): Contrasting characteristics of members who “create value” versus those who passively receive it, highlighting a commitment to openness, vulnerability, and challenging others.
• Decision Making Tools: The “Make A Decision” form (Page 26) for structured decision analysis, including best/worst case scenarios, pros/cons, and gut/rational conclusions.
• Coaching Conversations (Mineral Rights Model) (Page 27): A step-by-step model for gaining clarity, improving understanding, and generating impetus for change through focused questioning.
• “To Don’t” List (Page 28): A tool for identifying and eliminating unproductive tasks or commitments.
• Accountability Inquiry (Page 29): A set of questions to explore the meaning and practice of accountability.
• Confrontation Model & 60-Second Opening Statement (Pages 30-31): Frameworks for preparing and engaging in constructive confrontation, emphasizing clarity, emotion, and shared responsibility.

III. Key Individuals & External References

• Ed Robinson: Chair of SB GROUP 2019.
• Jackie: Host of the July 1, 2025 meeting.
• Bently Goodwin, Pat Murray, Matt McCoy, Robert S. Kaplan, Voltaire, Ken Blanchard: Individuals quoted on pages 2-3, offering insights on leadership, asking questions, and the value of advisors.
• Dr. Kent Wessinger, Dale Richards, Paul Dougherty, Adam Nemer: Guest speakers mentioned in the 2025 meeting schedule.
• Bob Dabic: Vistage Chair credited with the “Questions for Uncovering ‘A’ Topics” and “Deep Issue Processing Checklist.”
• Ken Mandelbaum: Source for “Accountability Inquiry.”
• Fierce Conversations, Inc. / Susan Scott: Source for “Confrontation Model” and “60-Second Opening Statement.”

IV. Self-Reflection & Application

• Consider how the Vistage principles and tools could be applied in your own professional and personal life.
• Reflect on the importance of self-awareness and vulnerability in leadership and problem-solving, as emphasized by the “Iceberg State” and “Transformation Mountain State” concepts.

Quiz: Vistage Group Principles and Practices

Instructions: Answer each question in 2-3 sentences.

1. What is the primary mission of the Vistage 2019 Group, as stated in the document?
2. List two core expectations for members outlined in the Vistage 2019 Code of Conduct.
3. Describe the purpose of the “Accountability Committee” within the Vistage Group structure.
4. According to the “Cycles of Success” diagram, what are the four main stages?
5. Explain the concept of “confidentiality” within Vistage meetings and why it is crucial.
6. What is the expected member responsibility regarding “issue processing” at Vistage meetings?
7. Briefly describe the “Iceberg of Life” concept as presented in the document.
8. What is the primary objective of “Deeper Questions – Conversations of Discovery”?
9. Name one specific example of a “Best Practice Tool” provided in the document.
10. What is the main message conveyed by the “Armed and Dangerous” member attributes?

Quiz Answer Key

1. The primary mission of the Vistage 2019 Group is to foster an environment of individual improvement that increases each member’s business performance and personal effectiveness. This focus aims to help members grow both professionally and personally.
2. Two core expectations are that each member is expected to process at least 2 issues per year with the group, and members are committed to attending at least 75% of the meetings in a given calendar year. Other examples include starting/ending meetings on time and holding discussions in strict confidence.
3. The Accountability Committee’s purpose is to help ensure that all members and the Chair consistently adhere to group expectations and commitments. This includes focusing on areas like ground rules, attendance, check-ins, and follow-up on action items.
4. The four main stages of the “Cycles of Success” are Planning (“What will we do?”), Implementation (“How will we do it?”), Results (“What does success look like?”), and Diagnostics (“What are the problems?”).
5. Confidentiality within Vistage meetings means that anything discussed pertaining to a member’s business or personal life must be kept secret and not shared with spouses, friends, or business associates. This is crucial because breaching confidentiality erodes trust, discourages frankness, and ultimately harms the group’s effectiveness.
6. Members are primarily responsible for presenting issues to be discussed, giving advice to other members, and acting on the advice they receive. They are also expected to prepare their issues using specified forms and provide follow-up feedback.
7. The “Iceberg of Life” illustrates that surface symptoms and impacts (like unproductive behaviors or feelings) are often driven by deeper, underlying factors. These deeper layers include disempowering “BEING” states and self-limiting “LIFE BELIEFS” that are hidden beneath the surface.
8. The primary objective of “Deeper Questions – Conversations of Discovery” is to create new thinking, perspectives, and solutions by evoking personal exploration. These open-ended questions aim to access deeper memory and creativity, helping individuals find their own answers.
9. One specific example of a “Best Practice Tool” is the “Make A Decision” form, which helps in structured decision analysis. Other examples include the “Coaching Conversations (Mineral Rights Model),” the “Your ‘To Don’t’ List,” and the “Confrontation Model.”
10. The main message of the “Armed and Dangerous” member attributes is that active, open, and vulnerable participation creates the most value within the Vistage group. It contrasts passive membership (Seminar Club) with a proactive commitment to personal and group improvement, leading to a “Shared Destiny” or being “Armed & Dangerous.”

Essay Format Questions

1. Analyze the relationship between the Vistage Group’s “Code of Conduct” and its “Mission/Vision/Values.” How do the specific rules in the Code of Conduct support the broader goals and principles of the group?
2. Compare and contrast the “current iceberg state” with the “transformation mountain state” diagrams. Discuss how the Vistage issue processing methodologies (e.g., Deep Issue Processing Checklist, Deeper Questions) aim to move members from the “iceberg” to the “mountain” state.
3. Evaluate the importance of “issue processing” within the Vistage Group. Discuss the various stages of issue processing, the tools provided to facilitate it, and the responsibilities of both the presenter and the group in ensuring its effectiveness.
4. The document outlines several “Characteristics of Successful Vistage Groups,” including confidentiality, attendance, and keeping the group full. Discuss how these characteristics contribute to the overall “high-performance objectives” of the group and how they are reinforced through the Vistage structure (e.g., committees, code of conduct).
5. “All confrontation is a search for the truth.” (Pat Murray) Discuss how the “Confrontation Model” and the “60-Second Opening Statement” facilitate this search for truth within the Vistage context. How do these tools promote constructive dialogue and accountability among members?

Glossary of Key Terms

• Accountability Committee: A Vistage Group committee focused on ensuring members and the Chair adhere to group expectations, ground rules, attendance, and follow-up on action items.
• Advisory Boards (Private): Groups, like Vistage, that provide counsel, insights, and support to CEOs, executives, and business owners in a confidential setting.
• “Armed and Dangerous”: A term used to describe a Vistage member or group committed to open vulnerability, active participation, challenging each other, and creating value rather than passively receiving it.
• Chair (Vistage): The leader of a Vistage group, responsible for managing the process, facilitating discussions, and ensuring group adherence to Vistage principles.
• Check-In: A monthly submission of information, often including financial dashboards, required from Vistage members even if absent from a meeting, to maintain continuity.
• Coaching Conversations (Mineral Rights Model): A structured seven-step model for conversations designed to gain clarity, improve understanding, and inspire change, emphasizing focused questioning.
• Code of Conduct (Vistage 2019): A set of explicit rules and behavioral expectations for Vistage group members to ensure effective and respectful operation.
• Confidentiality: The principle that all discussions within Vistage meetings, particularly those concerning members’ businesses or personal lives, are to be held in the strictest confidence and not shared outside the group.
• Confrontation Model: A structured approach (preparation, interaction, resolution) for engaging in difficult conversations to address behaviors or situations requiring change, aiming for a shared understanding and resolution.
• Cycles of Success: A four-stage model for strategic management comprising Planning, Implementation, Results, and Diagnostics, emphasizing continuous improvement.
• Dashboard/Goal Review: A segment of Vistage meetings dedicated to reviewing members’ financial performance metrics and progress towards their objectives.
• Deep Issue Processing Checklist / “Lifeberg” Deep Topic Processing: Frameworks and tools used to delve beyond surface-level symptoms of an issue to identify underlying behaviors, being states, and self-limiting beliefs (root causes).
• Deeper Questions – Conversations of Discovery: Open-ended questions (starting with “what” or “I wonder”) designed to encourage personal exploration, create new perspectives, and uncover root causes and solutions.
• Executive Session: A dedicated portion of Vistage meetings, often a full day, for in-depth discussions and issue processing.
• Financial Dashboards: Financial performance data submitted by members, ideally 48 hours before meetings, to facilitate discussion and review.
• Growth Triangle (Vistage Values): A visual representation of Vistage’s core values: Growth (at the center), supported by Challenge, Caring, and Trust.
• Host Presentation: A segment of a Vistage meeting where a member presents on a specific topic or shares insights from their business.
• “Iceberg of Life” (Current Iceberg State): A conceptual model illustrating that visible symptoms and unproductive behaviors are often rooted in deeper, unacknowledged disempowering “BEING” states and self-limiting “LIFE BELIEFS.”
• Issue Processing: The core Vistage methodology where members present challenges or opportunities to the group for feedback, advice, and collaborative problem-solving.
• Issue Preparation Form: A structured document members use to outline the background, impact, desired outcome, and options for an issue before presenting it to the group.
• Mission (Vistage 2019 Group): To foster individual improvement, increasing business performance and personal effectiveness for each member.
• Quality Committee: A Vistage Group committee focused on maintaining a high level of overall Vistage experience, including aspects like executive sessions, speakers, and issue processing quality.
• Recruiting Committee: A Vistage Group committee responsible for ensuring the group maintains its full membership capacity, vetting new members, and organizing recruiting activities.
• Retreat (Group): An annual, multi-day event for Vistage members to engage in deeper discussions, planning, and team-building activities outside regular meetings.
• “To Don’t” List: A tool or exercise used to identify repetitive, unproductive tasks or commitments that a person needs to stop doing to free up time and focus.
• Topic Statement: A concise framing of the issue or problem a member brings to the group for discussion.
• Transformation Mountain State: A conceptual model representing the desired state of progress, where individuals move from self-limiting beliefs to unlimited life beliefs, leading to empowering “BEING” states, productive “DOING” behaviors, and desired “HAVING” results.
• Tiger Team: An immediate, focused group effort requested by a member experiencing a significant downturn in their business to provide rapid support and solutions.
• Vision (Vistage 2019 Group): To affect positive change in themselves that will lead to their companies being more financially healthy, better at achieving goals, and more nurturing to employees.
• Vistage: An organization that provides private advisory boards for CEOs, executives, and business owners, focused on leadership development, decision-making, and personal/professional growth.

Detailed Timeline

Pre-2019: Vistage Group Founding Principles Established

• Vistage Worldwide, Inc. develops its core philosophies and tools, including the “Iceberg of Life” and “Transformation Mountain State” models, the “Cycles of Success,” various issue processing forms, and coaching/confrontation conversation models.
• Bob Dabic, a Vistage Chair, creates the “Questions for Uncovering ‘A’ Topics” and the “Deep Issue Processing Checklist” (including the “Lifeberg” model).
• Pat Murray is credited with the quote, “How we do anything is how we do everything,” and “All confrontation is a search for the truth.”
• Bently Goodwin is credited with the quote, “The legacy you leave behind rests on the leadership choices you make today.”
• Matt McCoy advises not to be afraid to have strong advisors or join Vistage.
• Robert S. Kaplan suggests it’s often better for a leader to ask the right questions and listen.
• Voltaire is quoted as saying, “Judging man by his questions rather than his answers.”
• Ken Blanchard advocates checking one’s ego and asking for help.
• Susan Scott is credited with the quote, “There is something within us that responds deeply to those who level with us.”
• Ken Mandelbaum develops “Accountability Inquiry” questions.

2019: SB Group 2019 is Formed

• The Vistage Group 2019 (SB Group 2019) is established, with Ed Robinson as its Chair.
• The group defines its Mission (“To foster an environment of individual improvement that increases each member’s business performance and personal effectiveness”), Vision (“We will affect positive change in ourselves that will lead to each of our companies being more financially healthy, better at achieving their goals, and more nurturing to our employees”), and Code of Conduct.
• Committees are conceptualized, including Accountability (TBD), Quality (Jennifer assigned to Group Retreat), and Recruiting (Brian B. assigned to Onboarding New Members).

January – December 2025: Scheduled Meetings for SB Group 2019 (Frederick)

• January 14, 2025: GOAL PLANNING PRESENTATION MEETING hosted by Jeff Thorn.
• February 11, 2025: Speaker Meeting with Dr. Kent Wessinger on “How to Confidently Lead, Motivate and Keep Your Younger Workforce Accountable,” hosted by David McPeak.
• March 11, 2025: ALL DAY EXECUTIVE SESSION hosted by Brian Blood.
• April 1, 2025: ALL DAY EXECUTIVE SESSION held at an event venue for Jennifer, hosted by Jennifer Kerhin.
• May 13, 2025: ALL DAY EXECUTIVE SESSION hosted by Mike O’Neal.
• June 10, 2025: Speaker Meeting with Dale Richards on “TURN ON THE HEADLIGHTS: a high-impact, financial-focused workshop, sponsored by Preferred CFO,” hosted by Jim Dunlop.
• July 1, 2025: ALL DAY EXECUTIVE SESSION hosted by Jackie Bates. (This date is explicitly mentioned on the cover and aligns with the meeting agenda provided.)
• 8:00 a.m.: Breakfast
• 8:30 a.m.: Check-In
• 9:30 a.m.: Host Presentation by Jackie.
• 10:30 a.m.: Dashboard/Goal Review
• 12:00 p.m.: Lunch
• 1:00 p.m.: Executive Session
• 4:15 p.m.: Admin Issues/Meeting Debrief
• 4:30 p.m.: Adjourn
• August 12, 2025: ALL DAY EXECUTIVE SESSION hosted by David Huff.
• September 9, 2025: GUEST SPEAKER: Paul Dougherty on “What we don’t know. Mitigating Risk and Preserving Wealth,” hosted by Desiree Mountain.
• October 14, 2025: ALL DAY EXECUTIVE SESSION hosted by Lindsay Klaff.
• November 7-9, 2025: VISTAGE GROUP RETREAT.
• December 16, 2025: Joint Group Speaker Meeting with Adam Nemer on “Workplace Mental Health Literacy Workshop,” hosted by Ed Robinson.

Cast of Characters

Principle People Mentioned in the SB Group 2019 (Vistage) Context:

• Ed Robinson: The Chair of the SB Group 2019. He is responsible for managing the group’s process and is listed as the host for the December 16, 2025, Joint Group Speaker Meeting.
• Jackie Bates: A member of the SB Group 2019, serving as the host for the July 1, 2025, ALL DAY EXECUTIVE SESSION, where she also gives a Host Presentation.
• Jeff Thorn: A member of the SB Group 2019, serving as the host for the January 14, 2025, GOAL PLANNING PRESENTATION MEETING.
• David McPeak: A member of the SB Group 2019, serving as the host for the February 11, 2025, Speaker Meeting.
• Brian Blood: A member of the SB Group 2019, serving as the host for the March 11, 2025, ALL DAY EXECUTIVE SESSION. He is also specifically assigned to “Onboarding New Members” within the Recruiting Committee.
• Jennifer Kerhin: A member of the SB Group 2019, serving as the host for the April 1, 2025, ALL DAY EXECUTIVE SESSION. She is also assigned to the “Group Retreat” within the Quality Committee.
• Mike O’Neal: A member of the SB Group 2019, serving as the host for the May 13, 2025, ALL DAY EXECUTIVE SESSION.
• Jim Dunlop: A member of the SB Group 2019, serving as the host for the June 10, 2025, Speaker Meeting.
• David Huff: A member of the SB Group 2019, serving as the host for the August 12, 2025, ALL DAY EXECUTIVE SESSION.
• Desiree Mountain: A member of the SB Group 2019, serving as the host for the September 9, 2025, GUEST SPEAKER meeting.
• Lindsay Klaff: A member of the SB Group 2019, serving as the host for the October 14, 2025, ALL DAY EXECUTIVE SESSION.

Speakers and Contributors to Vistage Methodologies:

• Dr. Kent Wessinger: Scheduled speaker for the February 11, 2025, meeting, focusing on leading, motivating, and keeping a younger workforce accountable.
• Dale Richards: Scheduled speaker for the June 10, 2025, meeting, presenting a financial workshop titled “TURN ON THE HEADLIGHTS.”
• Paul Dougherty: Scheduled guest speaker for the September 9, 2025, meeting, discussing mitigating risk and preserving wealth.
• Adam Nemer: Scheduled speaker for the December 16, 2025, Joint Group Speaker Meeting, leading a “Workplace Mental Health Literacy Workshop.”
• Bently Goodwin: Quoted for his insight on leadership choices and legacy.
• Pat Murray: Quoted for his philosophies on consistency (“How we do anything is how we do everything”) and the nature of confrontation (“All confrontation is a search for the truth”).
• Matt McCoy: Quoted for advising the use of strong advisors and joining Vistage.
• Robert S. Kaplan: Quoted for his view on leaders asking the right questions and listening.
• Voltaire: Quoted for his thought on judging individuals by their questions rather than answers.
• Ken Blanchard: Quoted for his advice on checking one’s ego and asking for help.
• Bob Dabic: A Vistage Chair credited with creating key tools like the “Questions for Uncovering ‘A’ Topics” and the “Deep Issue Processing Checklist.”
• Susan Scott: Quoted for her insight on people’s response to honesty (“There is something within us that responds deeply to those who level with us”).
• Ken Mandelbaum: Credited as the source for the “Accountability Inquiry” prompt questions.

FAQs

What is the primary purpose of Vistage Group 2019?

The Vistage Group 2019 aims to foster an environment of individual improvement, thereby increasing each member’s business performance and personal effectiveness. The overarching vision is to enact positive change within members, leading to healthier, more goal-oriented, and employee-nurturing companies.

What are the core values emphasized within a Vistage group?

Vistage groups operate on four core values:

• Growth: Focusing on both professional and personal development.
• Challenge: Encouraging the courage to seek and confront the truth.
• Caring: Emphasizing a full commitment and support for one another.
• Trust: Building faith in each other’s integrity.

What is the “Code of Conduct” for Vistage Group 2019 meetings?

The Code of Conduct outlines several expectations for members to ensure productive and respectful meetings:

• Meetings start and end on time.
• Members must process at least two issues per year using a prepared form submitted beforehand.
• A minimum of 75% meeting attendance is required, with absences needing review of check-ins and audio recordings.
• Financial dashboards must be submitted with monthly check-ins, ideally 48 hours before the meeting.
• Annual participation in one group retreat is mandatory.
• Members are expected to be present and avoid distractions during meetings.
• Highest respect and strict confidentiality for all discussions are upheld.
• Members commit to honesty, acting in others’ best interests, and maintaining a “don’t shoot the messenger” mentality.
• If a member feels they are not benefiting, they are encouraged to discuss it with the group before leaving.

How are issues and opportunities processed within Vistage, and what is the “Deep Issue Processing” method?

Issue processing involves members presenting challenges or opportunities for group discussion and advice. Members are expected to be prepared, open, and non-defensive. They should take notes and later provide feedback on the resolution. The “Deep Issue Processing” method, sometimes referred to as the “Lifeberg” model, is a structured approach to uncover the root causes of issues. It moves from surface symptoms (“Puddle of Life”) to deeper layers including money/time/feelings impact, unproductive behaviors (“DOING”), disempowering states (“BEING”), and self-limiting life beliefs. The goal is to transform from a “current iceberg state” to a “transformation mountain state” by identifying desired results, productive behaviors, empowering states, and unlimited life beliefs. This is achieved by asking clarifying questions across various levels, from the topic statement to past experiences and underlying beliefs, culminating in affirmation statements and new behaviors.

What role do Vistage Group Committees play?

Vistage Group Committees work with the Chair to maximize the group experience and achieve high-performance objectives. They serve as a sounding board and ensure their topic areas remain group priorities. Their responsibilities include annual gap analysis, quarterly updates, ad hoc discussions, and facilitating related outside activities. Specific committees mentioned are:

• Accountability Committee: Ensures members and the Chair adhere to group expectations, covering ground rules, attendance, check-ins, financial dashboards, and follow-up on action items.
• Quality Committee: Focuses on maintaining high quality in executive sessions, best practice discussions, speakers, issue processing, host presentations, “Tiger Teams,” leveraging Vistage resources, and group retreats.
• Recruiting Committee: Ensures the group maintains a full membership (16 slots) by vetting quality members, welcoming guests, screening new members, and onboarding new members.

What is the “Cycles of Success” model used by Vistage?

The “Cycles of Success” is a four-stage cyclical model designed for continuous improvement:

1. Planning: What will we do? This involves setting key indicators and milestones and determining how progress will be measured.
2. Implementation: How will we do it? This focuses on the activities, skills, and knowledge needed for execution.
3. Results: What does success look like? This stage evaluates the outcomes and considers the Return on Investment (ROI) and Return on Intelligence (ROIT).
4. Diagnostics: What are the problems? This involves identifying priorities and areas that need improvement, leading back to the planning phase.

How does Vistage foster a “challenge” and “trust” environment for members, especially when dealing with difficult issues?

Vistage encourages members to be “ARMED & DANGEROUS” rather than a “Seminar Club” or having a “Shared Destiny.” This means members are expected to:

• Bring and uncover “real” issues, especially when uncomfortable.
• Have an open degree of vulnerability.
• Share feelings and upbringing during almost every issue.
• “Drive” membership of the group and “challenge each other” on group concerns.
• Ask for a “Tiger Team” immediately if a downturn occurs in a member’s business.
• “Create” value rather than expecting it to be spoon-fed.
• “Drag Chair” for group improvement.
• Take personal ownership (“Me”) for heavy lifting and ownership of the group. This culture promotes confronting issues, seeking truth, and holding each other accountable in a confidential and supportive setting.

What types of conversations and tools are used to help members address their challenges?

Vistage employs several structured conversation models and tools:

• Questions for Uncovering “A” Topics: A list of questions designed to help members surface and explore their most salient challenges, including what keeps them up at night, long-lasting problems, or topics they don’t feel comfortable discussing elsewhere.
• Issue Processing Pre-Work Guide & Forms: Templates to identify and prioritize initiatives, challenges, and opportunities, outlining the ideal outcome, background information, options, and help needed from the group.
• Coaching Conversations (Mineral Rights Model): A seven-step process for clarity, improved understanding, and impetus for change, starting from identifying and clarifying the issue to committing to action.
• “To Don’t” List Prompt Questions: Designed to help members identify repetitive tasks or activities they should stop doing, delegate, or extricate themselves from.
• Accountability Inquiry: Questions to explore the meaning, practice, creation, maintenance, missing aspects, and personal beliefs/issues related to accountability.
• Confrontation Conversations: A model for preparing, interacting, and resolving confrontational situations, emphasizing naming the issue, describing emotions, clarifying importance, identifying contributions, stating resolution wishes, and inviting responses for mutual understanding and accountability.