FAQs

The minimum requirements are four all-day group meetings (held quarterly) and four personal One-on-Ones (up to 2 hours in length) with your Group Chair prior to each quarterly meeting. However, EA is one of those experiences in which you get out of it what you put into it. For that reason, most members also meet informally with some of their group members to stay connected between meetings.

More than 35 percent of all EA members are women, and the number of female professionals who participate continues to increase. The general make-up of EA groups resembles the make-up of leadership in Wisconsin organizations.

Members who get the most value out of EA don't see the time spent as additional time. Rather, they use the meetings and their “personal board of advisors” to save them time by minimizing false starts, making better decisions, providing insightful feedback on project drafts and recommending proven approaches and resources. You spend over 2,000 hours a year working; by spending less than 2 percent of your time on EA, the other 98 percent of your time can be used making better decisions and getting better results.

The average membership tenure is 5 to 7 years. Throughout the past 38 years (and through 2025) Executive Agenda has recognized 365 10-year members, 125 15-year members, 44 20-year members, 10 25-year members, and 2 30-year members.

Attendance at the four quarterly group meetings, active participation in the meetings, preparedness for One-on-Ones, a commitment to the group and adherence to strict confidentiality.

It would be rare to discover that EA is not for you. But if it is not a fit, all you need to do is notify your Group Chair. He or she will try to help you determine whether it is the group or the EA experience in general that is not working for you. Membership fees are billed quarterly in the spirit of pay as you go. There is no long-term contract.

Age is less important than experience and knowledge. Diversity, an intrinsic desire to learn and a commitment to others are the cornerstones of the EA experience. When those factors are present in a member, he or she will contribute positively. Current members range in age from 29 to 65 years old.

Yes, the four quarterly EA group meetings and the three Executive Fuel seminar opportunities offered as part of your membership typically qualify for continuing professional education (CPE) credits. Our understanding is that any program conducted by a professional facilitator that enhances professional development qualifies for CPE or CEU credits.

Meetings are hosted on a rotation basis by the individual group members. When a member holds a meeting at his or her company, a facility tour or a presentation by one of the C-Suite executives of the company’s best practices is usually featured. New members are encouraged to host a meeting within their first year of membership so other members can become better acquainted with the new companies.

The best EA members demonstrate several important characteristics. These include: the ability to trust and be trusted, being open and vulnerable, a strong desire to learn and grow, an orientation to act, a commitment to confidentiality and a sense of responsibility to the group and its members.

Currently, Executive Agenda (EA) membership is exclusive to those executives in the state of Wisconsin and only operates groups in the greater metro Wisconsin areas of Appleton, Green Bay, Madison and Milwaukee.

Groups are serious about regular attendance. A single member’s absence diminishes the learning potential for everyone. Infrequent absence is tolerated because, understandably, things do come up, but the goal for all members is to have near-perfect attendance.

Many members have stated that although their EA group is more focused on professional and personal development, they believe EA is one of the best networking groups in which they have ever been involved. The relationships that are formed when diving deep and gaining a different perspective is unmatched.

Executive Agenda is not a social or business development networking organization, but rather a structured, hard-working peer development program. However, for the purposes of learning and developing, members are encouraged to tap into EA’s community of 550 members representing 300+ companies.

The decision is based on several factors including geography, diversity, chemistry and conflicts of interest such as competitors or major customers/vendors. The Group Chair and a small committee of members can meet with you to determine your needs and suitability for a specific group.

Currently EA has over 500 business leaders representing more than 300 of Wisconsin's foremost companies.

Executive Agenda membership impacts both leaders and the organizations they serve. Members consistently report making faster, more confident decisions, saving valuable time and resources by avoiding costly trial and error. Companies see stronger performance, improved employee retention, and greater leadership depth as executives bring back proven strategies and peer-tested solutions.

Want to see these benefits in action? Read our blog, 8 Best Ways to Evolve as a Leader While Strengthening Your Company to explore how member insights directly translate into organizational growth.

Anything affecting your role as a leader is fair game. Members face challenges such as forecasting in periods of rapid growth, navigating acquisitions, retaining top talent, and dealing with the everyday hurdles of leading diverse teams. The strength of EA lies in candid, confidential conversations that get to the root of the issue and deliver actionable solutions.

Explore more in our Leadership Blog, where we cover real-world challenges leaders face and the proven strategies EA members use to overcome them.

Speakers are occasionally included on group meeting agendas. However, the strength and value of EA resides in presenting and discussing/working member-specific topics and issues. The EA program does include access to three relevant business leadership seminars each year delivered by world-class speakers and teachers outside of your group meetings.

Executive mentoring offers a confidential sounding board where leaders can refine their thinking, test strategies, and build confidence in their decision-making. Members often find they lead with greater clarity, emotional intelligence, and resilience — qualities that ripple across their teams and organizations.

For a deeper look, read The Power of Mentorship in Executive Leadership to see how mentoring accelerates both professional and organizational growth.

We don’t publish pricing online because every leadership journey is different. What matters most is fit. That’s why we pre-qualify all applicants to ensure mentoring will be a meaningful investment aligned with your goals, your role, and the needs of your organization. Our focus is on delivering value through experienced guidance, strategic insight, and a trusted network of peers. Learn more about the cost of leadership mentoring in Wisconsin. 

Integrating Artificial Intelligence (AI) into business operations can enhance efficiency and innovation. To do so ethically:​

• Establish AI Governance: Develop policies that ensure AI systems are transparent, fair, and accountable. This includes addressing data privacy and algorithmic bias. 
• AI Employee Training: Educate staff on the capabilities and ethical considerations of AI to foster responsible usage.​
• Continuous Monitoring: Regularly assess AI systems to ensure they operate as intended and adhere to ethical standards.​

Engaging with experienced peers can offer valuable insights into effective AI integration strategies.​

Managing toxic employees is crucial to maintaining a healthy work environment:​

• Early Intervention: Address negative behaviors promptly to prevent them from escalating.​
• Clear Communication: Provide specific feedback about unacceptable behaviors and outline expected changes.​
• Set Consequences: Establish and enforce consequences if behavior does not improve, up to and including termination.​
• Document Incidents: Keep detailed records of behaviors and interventions to support any necessary actions.​

Learning from the experiences of other leaders can offer practical approaches to handling such challenges.​

Balancing performance management with staffing constraints involves:​

• Identify Root Causes: Understand the underlying reasons for poor performance, such as burnout or inadequate training.​
• Provide Support: Offer resources or mentorship to help improve performance.​
• Set Clear Expectations: Communicate the importance of each role, especially during staffing shortages.​
• Consider Reallocation: If improvements aren't made, assess whether the employee is better suited for a different role.​

Discussing such situations with seasoned professionals can offer valuable insights and perspectives.​

Our blog on Managing Dysfunction in Teams highlights practical strategies drawn from Patrick Lencioni’s Five Dysfunctions of a Team framework, a tool widely discussed in EA groups.

Managing dispersed teams involves:​

• Clear Communication: Utilize reliable tools and set expectations for responsiveness, with deliverables and deadlines.​
• Regular Check-Ins: Schedule consistent meetings to maintain connection and alignment.​
• Trust Building: Focus on outcomes rather than micromanaging processes.​
• Inclusive Culture: Ensure remote employees feel as valued and included as on-site staff.​

Learning from others can provide insights into effective remote team management.​