Notes from The Interchange

This past weekend marked the culmination of a year-long effort to launch a new event called The Interchange, by Spencer Stuart and 100 Coaches Agency. The concept was simple yet powerful: bring 50 CEOs together for 24 hours, exposing them to world-class thinking in a private, collegial environment that fosters trust and honest exchange. Unlike other CEO events that focus on luxurious experiences and lectures, The Interchange tested the idea of immersion and collaborative discussion. The result? An unqualified success. Participating CEOs and thought leaders found the experience transformative and illuminating — quite an accomplishment in just 24 hours. As I reflect on this groundbreaking event, three key insights emerge that have far-reaching implications for leadership and personal growth.

First and foremost, peer community is king. In a world of isolated and lonely leaders, , the importance of connecting with others who face similar challenges cannot be overstated. The vast majority of attendees knew only one person when they arrived, but all left with several new friends whom they can learn from and lean on. We all crave authentic connection. Leaders spend significant time thinking about how to manage up and manage down. But we must recognize that our growth and effectiveness are intimately tied to the quality of our peer relationships. When engaging with trusted equals, people see us more fully and speak to us more freely. Often, a new vocabulary emerges, and awareness activates agency. Actively seeking out and nurturing these relationships creates an ecosystem of mutual support that challenges us, inspires us, and helps us navigate the complexities of leadership.

Secondly, a quiet, safe space breeds honest and authentic dialogue. The Interchange deliberately created an environment where CEOs could let their guards down and engage in open, vulnerable conversations. Today’s technological advancements, globalization, and the constant media stream make modern work feel like a never-ending flow of tasks and responsibilities. But that is all the more reason why we need to take the time and space to rest, breathe, and change our environment. The private setting of The Interchange allowed for the exploration of ideas and challenges that might otherwise remain unspoken in more formal or public settings. This approach is powerful not because it is loud or demanding our attention but because it is quiet, cutting through the pretense that often surrounds leadership discussions and getting to the heart of what matters. As leaders, we must strive to create similar spaces within our organizations – environments where team members can reflect and feel safe to share their true thoughts, concerns, and ideas without fear of judgment or reprisal.

Lastly, culture is core to the human condition. Throughout The Interchange, it became increasingly clear that regardless of industry or company size, culture sits at the heart of organizational success and personal fulfillment. Culture is one of the most powerful forces shaping our behavior. It answers the question: “What do people like me do?” It is so elusive to leaders precisely because they cannot control it. By definition, culture includes many other people over whom we may have some authority or influence but not control. The conversations repeatedly circled back to the importance of building and maintaining a strong, positive culture that aligns with mission and core values and empowers and incentivizes individuals to do their best work. It’s not just a nice-to-have but a fundamental driver of performance, innovation, and employee satisfaction. As leaders, we have the power and the responsibility to intentionally shape the culture of our organizations.

The lessons from The Interchange remind us of the lasting impact of authentic connection, safe spaces for dialogue, and the primacy of culture both in leadership and in life. As we navigate the complexities of our roles, let us not forget the transformative power of coming together, sharing openly, and fostering environments that bring out the best in those we lead and love. Bya embracing these principles, we can create not just more effective organizations, but more fulfilling and impactful lives for ourselves and those around us. The success of The Interchange serves as a powerful reminder that sometimes, the most valuable insights come not from grand speeches or elaborate presentations, but from the simple act of bringing people together and creating the space for genuine interchange.

With love, gratitude and wonder.

Scott + Jacquelyn