A senior executive can receive frequent praise yet have few opportunities to compare their work with that of their peers. Colleagues may not know the full scope of the role, while direct reports may be reluctant to challenge the person assessing their performance.
The result can be a narrow reference point for what good work looks like.
Choose peers who can question the reasoning
Look for people facing comparable decisions without a commercial need to agree with you. Comparable does not mean identical: a leader in another sector may recognize a governance problem that has become normal in your own.
Bring a concrete case, with confidential details removed. Describe the objective, the options and the decision you are considering. Ask what the peer would need to know before reaching a view.
Avoid turning the conversation into a comparison of status, working hours or company size. Those measures reveal little about how well the decision is being examined.
Build a record of useful challenge
After the conversation, note what changed in your understanding. Follow up when the outcome becomes clearer. This gives both people a chance to learn whether the challenge was well directed.
Keep several sources of feedback. A peer may understand the role while a colleague sees your day-to-day effect more clearly. Neither perspective is complete.
The aim is a more accurate reference point, supported by specific observations. A broad assurance that other CEOs have the same problem can be comforting without helping you decide what to do.
