It Doesn’t Have To Be Lonely At The Top

Successful leaders know that reaching out for input and guidance as they face business challenges usually leads to better outcomes. But for many owners and leaders of small and medium sized businesses, finding a group of advisers can be a challenge in itself.

Enterprise Minnesota’s peer councils help fill that gap. Each of the nine peer councils facilitated by Enterprise Minnesota business growth consultants has its own focus and composition, but all exist to help manufacturers grow profitably.

The councils meet monthly for extended sessions that blend structured learning, discussion, and informal networking. Members explore specific topics, hear from guest experts, tour facilities, and share ongoing challenges.

Groups are kept small and are carefully curated to avoid competitive conflicts and ensure members share common roles and responsibilities. This structure allows discussions to reach deeper levels, as participants feel comfortable sharing company-specific details. Some councils include multiple generations from the same companies, building continuity and collective understanding over time.

Many describe their peer council as functioning like an advisory board—one where participants can openly discuss sensitive issues they may not be able to raise inside their own organizations. Confidentiality is invaluable when participants are grappling with questions about succession planning, partner conflicts, or major organizational decisions.

Mentorship naturally develops in each group as experienced owners guide newer leaders, while younger members contribute fresh perspectives and approaches. This exchange can help participants avoid repeating others’ missteps and make more informed decisions.

In a feature inside the next issue of Enterprise Minnesota magazine, manufacturing leaders who have participated in peer councils over the years credit insight from their councils for helping their companies survive major economic trials such as the 2008 recession. Beyond those macro challenges, leaders often arrive with “fast burns,” the pressing issues keeping them up at night, and use the councils to gain confirmation, direction, or a strategy for moving forward.

Facilitators like Abbey Hellickson and Steve Haarstad use their expertise as business growth consultants to shape agendas around recurring themes, bringing in other Enterprise Minnesota consultants or outside expertise to discuss leadership, HR, tax strategies, new state mandates, and more. For many manufacturers, this access to expertise—often prohibitively expensive to obtain independently—is a significant benefit of participation.

Beyond structured learning, peer councils offer significant networking value. Members frequently share vendor recommendations, industry trends, or business opportunities. The trust built inside the room often extends beyond it, leading to friendships, referrals, and even supplier–customer relationships.

In short, peer councils serve as a rare space where leaders can exchange ideas freely, test assumptions, and gain support from others who truly understand the pressures of manufacturing leadership. Participants consistently say they leave meetings with practical solutions, broader perspectives, and a deeper sense of not having to face challenges alone.

For more information on peer councils, follow this link. Enterprise Minnesota Peer Councils

Look for the full feature on peer councils in the February 2026 issue of Enterprise Minnesota magazine.

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