You've probably heard "you're the average of the 5 people you spent most time with".
So I recently went back through recordings of two of my own mastermind calls looking for evidence of the effectiveness of the peer group. I found not one but five ways that being around peers who challenges you upgrades you by slealth.
1. Direct transfer. The same habit crosses from one person to another.
Martin had got serious about running and was logging ten kms most days. Lance started copying him and named it:
"I've been pretty inspired with Martin's wins and how he's been picking up the running. So thanks"
This one only works if your peer's habit is visible. Nobody copies what they cannot see.
2. Method transfer. Someone takes how you made it stick and applies it to a different habit.
Stephen watched the same running habit but didn't start running. He copied his peer's habit forming blueprint and started a 5min of meditation habit before opening his laptop. He even said
"I've been able to steal Martin's habit forming thing." then described how.
3: The flywheel. The habit-started gets sustained by the habit-follow
Martin said on the call
"Since Lance joined, I've been watching his runs as well" then said how it had inspired him to keep running consistently.
4: Recognition. Hearing other people's wins surfaces what you probably knew and were not doing.
Rob, who had missed the retreat, listened to 4 people describe excellent weeks while not having had one himself. 7 days later his week had turned and he reflected on why:
"It was being able to recognize that these [the things his peers were doing] were the things that I knew I should be doing."
5: Replicating the environment. One person spread the win to their family, or company
I asked one of the founders on the call what had turned his sales around. He again tracked it back to his peers on the group:
"A lot of the culture of what we're starting to bring through the coaching and what I've learned from everyone in this group is starting to permeate through the culture of the business."
Nobody from his company had ever attended anything.
The first 4 move a habit into a new person, or consolidate it in an existing person. This one moves a habit into an organisation, so it reaches people who were never in the room and never will be.
It is also the only one of the 5 that keeps rippling through time and space after the member leaves the group.
To put it simply: peer groups are very powerful, but because so much happens by stealth, we often don't see how much it is influencing us. This is true in the negative and the positive.
Who is your peer group? And what direction does their current move you?
For it to happen at all, the room has to be legible. A member can only rebuild a structure whose shape he can see, which is an argument for running your group in a way that is obvious rather than mysterious.
So I recently went back through recordings of two of my own mastermind calls looking for evidence of the effectiveness of the peer group. I found not one but five ways that being around peers who challenges you upgrades you by slealth.
1. Direct transfer. The same habit crosses from one person to another.
Martin had got serious about running and was logging ten kms most days. Lance started copying him and named it:
"I've been pretty inspired with Martin's wins and how he's been picking up the running. So thanks"
This one only works if your peer's habit is visible. Nobody copies what they cannot see.
2. Method transfer. Someone takes how you made it stick and applies it to a different habit.
Stephen watched the same running habit but didn't start running. He copied his peer's habit forming blueprint and started a 5min of meditation habit before opening his laptop. He even said
"I've been able to steal Martin's habit forming thing." then described how.
3: The flywheel. The habit-started gets sustained by the habit-follow
Martin said on the call
"Since Lance joined, I've been watching his runs as well" then said how it had inspired him to keep running consistently.
4: Recognition. Hearing other people's wins surfaces what you probably knew and were not doing.
Rob, who had missed the retreat, listened to 4 people describe excellent weeks while not having had one himself. 7 days later his week had turned and he reflected on why:
"It was being able to recognize that these [the things his peers were doing] were the things that I knew I should be doing."
5: Replicating the environment. One person spread the win to their family, or company
I asked one of the founders on the call what had turned his sales around. He again tracked it back to his peers on the group:
"A lot of the culture of what we're starting to bring through the coaching and what I've learned from everyone in this group is starting to permeate through the culture of the business."
Nobody from his company had ever attended anything.
The first 4 move a habit into a new person, or consolidate it in an existing person. This one moves a habit into an organisation, so it reaches people who were never in the room and never will be.
It is also the only one of the 5 that keeps rippling through time and space after the member leaves the group.
To put it simply: peer groups are very powerful, but because so much happens by stealth, we often don't see how much it is influencing us. This is true in the negative and the positive.
Who is your peer group? And what direction does their current move you?
For it to happen at all, the room has to be legible. A member can only rebuild a structure whose shape he can see, which is an argument for running your group in a way that is obvious rather than mysterious.
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