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“Tribal Leadership gives amazingly insightful perspective on how people interact and succeed. I learned about myself and learned lessons I will carry with me and reflect on for the rest of my life.”
—John W. Fanning, Founding Chairman and CEO napster Inc.
“An unusually nuanced view of high-performance cultures.”
—Inc.
Within each corporation are anywhere from a few to hundreds of separate tribes. In Tribal Leadership, Dave Logan, John King, and Halee Fischer-Wright demonstrate how these tribes develop—and show you how to assess them and lead them to maximize productivity and growth. A business management book like no other, Tribal Leadership is an essential tool to help managers and business leaders take better control of their organizations by utilizing the unique characteristics of the tribes that exist within.
- Sales Rank: #5642 in Books
- Published on: 2011-06-07
- Released on: 2011-06-07
- Original language: English
- Number of items: 1
- Dimensions: 8.00" h x .80" w x 5.31" l, .50 pounds
- Binding: Paperback
- 320 pages
From Publishers Weekly
The authors, management consultants and partners of JeffersonLarsonSmith, offer a fascinating look at corporate tribes—groups of 20–150 people within a company that come together on their own rather than through management decisions—and how executives can use tribes to maximize productivity and profit. Drawing upon research from a 10-year study of more than 24,000 people in two dozen organizations, they argue that tribes have the greatest influence in determining how much and what quality work gets done. The authors identify the five stages of employee tribal development—Life sucks, My life sucks, I'm great and you're not, We're great and Life is great—and offer advice on how to manage these groups. They also share insights from the health care, philanthropic, engineering, biotechnology and other industries and include key points lists for each chapter. Particularly useful is the Tribal Leader's Cheat Sheet, which helps determine and assess success indicators. Well written and enlightening, this book will be of interest to business professionals at all levels. (Feb.)
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
Review
“Tribal Leadership gives amazingly insightful perspective on how people interact and succeed. I learned about myself and learned lessons I will carry with me and reflect on for the rest of my life.” (John W. Fanning, Founding Chairman and CEO napster Inc.)
“[A]n unusually nuanced view of high-performance cultures. . . . [S]hare the book with your Type A’s and prima donnas, as it expertly describes the tension between loners who perform exceptionally and those who perform exceptionally but who measure success as part of a team.” (Inc.)
“[T]he most thorough and unique book to come along pertaining to organizational dynamics in quite some time....Whether you’re trying to move an organization forward or trying to move forward yourself, Tribal Leadership is a great place to begin your efforts. (Business Lexington)
“Leaders of both for profit and non-profit organizations, including politicians, and can benefit from perusing Tribal Leadership.” (McClatchy-Tribune News Service)
From the Back Cover
Every organization is composed of tribes—naturally occurring groups of between 20 and 150 people. Until now, only a few leaders could identify and develop their tribes, and those rare individuals were rewarded with loyalty, productivity, and industry-changing innovation. Tribal Leadership shows leaders how to assess, identify, and upgrade their tribes' cultures, one stage at a time. The result is an organization that can thrive in any economy.
Most helpful customer reviews
71 of 74 people found the following review helpful.
A Must-Read Work on Leadership and Organizations
By Steven Savage
PROS:
* Provides a researched system of classifying organizations and businesses as "tribes" that is easy to apply.
* Has useful ideas for helping people "tribe up" and improve their relations and improve organizational relations.
* Very readable and understandable.
* Doesn't pull punches on some of the conclusions.
CONS:
* Some historical interpretations are arguable.
SUMMARY: Buy this book and read it unless you have no interest in community, leadership, and business. In that case you're probably not even reading this blog.
Leadership books. I've been getting tired of them ever since people started deciding "The Art of War" could by applied to businesses if you ignored all the war, killing, use of fire, and soforth in the book. Everyone talks about Leadership in business and in the world, but as I don't see any improvement out there as the amount of lame Leadership books increase, so I assume most of these texts aren't that useful.
At the same time, I'm very interested of issues in Leadership since I don't see nearly enough of it. I see bean-counting management, rock-star style poseurs, and exploitative jerks with a narrative. I don't see enough leadership in business, politics, media, or more - real, rallying, directing, powerful leadership.
Tribal Leadership is the kind of book I've been waiting for. It not only explores issue of leadership, mostly (but not entirely) dealing with business, but issues of culture, organization, and community. In many ways its a book of applied sociology that happens to focus mostly on business.
Based on research covering a decade, the book lays out a very clear thesis:
1. Humans naturally form tribes.
2. These tribes can be classified into 5 types each with a unique attitude towards life, and become more functional as you move from Type 1 to Type 5.
3. It is possible to coach people and groups to "tribe up" the scale to become more cohesive, functional, and productive (and in some cases at least less pathological)
The book is split between describing the theories, and describing how people and groups can advance from lower to higher Tribal levels. Each chapter leads naturally to the next, and handy checklists and bulletpoints help you keep track of important ideas. This clear focus and organization makes the book easy to read, refer to, and use.
As for the theory itself? It's simple and intuitive Essentially there are five tribal types, each defined by an attitude of members:
Level 1 - "Life Sucks" - pathological, gang-like, angry.
Level 2 - "My Life Sucks" - a mix of learned helplessness, bitterness.
Level 3 - "I'm Great" - Productive and dynamic but egocentric.
Level 4 - "We're Great" - tribe-oriented, creative, productive, tight.
Level 5 - "Life Is Great" - Big-picture, tribe-connecting.
You can probably guess right now which level you and your friends and co-workers function at (hint: you're probably also wrong).
The theory itself is extremely applicable in my experience, and the authors give extensive information to help you understand where you and your various organizations fit on the tribal scale. The clear boundaries of levels, straightforward explanations, and explanations of the classifications helps you use this theory and see the sheer lack of B.S. Just be prepared for a few ego-bruises because most people think they function higher than they do (and this book will puncture your illusions).
The theory comes with tips, advice, and directions for raising tribal level of people and organization. These sections are straightforward with excellent detail, from things to try, to signs to look for to identify personal progress. Again there's a refreshing lack of B.S. here.
So is the book flawless? No. There's a few moments of historical reference and metaphor that seem stretched or that I disagree with. There could be some better explanation of techniques at a few points.
These are minor concerns.
Here's what you need to know about this book- you should read it unless you have a reason not to, like a lack of money or being currently dead.
How much did I like this book? I've given two copies as gifts and my Kindle edition is filled with notes, I've joined a group to discuss it, founded another, and am discussing applying it's philosophy with other people. Yeah, I was impressed.
This is a must-read
25 of 25 people found the following review helpful.
A new way to look at Leadership
By Shawn Kinkade
I read a lot of business books and a lot of books on leadership - most of them have at least a few good ideas in them, but this is the first leadership book I've read that's driven me to look at organizations and the art of leadership in a completely different way. Another reviewer mentioned that it was liking having someone giving you glasses and suddenly being able to see in a completely different way - I felt that way as well. Even better, this isn't a book that just shares some opinions or ideas, with over 10 years of research across 24,000 people it's pretty clear the authors did a lot of hard research to figure out Tribal Leadership.
What is Tribal Leadership - in a nutshell it's a completely new framework for how to look at leadership and creating high performing organizations. It's not about strategy and it's all about the culture and the evolution of the organization. It turns out there are 5 distinct stages of organizational culture that all build on one another.
Stage 1 - Life Sucks...equivalent of a street gang mentality, not really a factor in most professional settings
Stage 2 - My Life Sucks...Dilbert, the employees at Dunder Mifflin (The Office) or the employees at Initech Software (Office Space) are great, if a little over done examples of Stage 2 cultures.
Stage 3 - I'm Great! (and you're not) - the lone warrior who is very competent and effective by themselves, but doesn't share well with others. Office politics, bad management practices and Stage 2 Cultures all come from Stage 3 managers.
Stage 4 - We're Great - the language changes from I, Me to We and Us. It's all about the success of the team vs. individual accomplishments. The only way to really get to Stage 4 is to really 'own' stage 3. Stage 4 organizations will significantly out perform Stage 3 and lower organizations in terms of financial results and ability to get things done.
Stage 5 - Life is Great...this stage occurs sporadically when Stage 4 organizations rise to a significant challenge and do something borderline miraculous (Think the 1980 Miracle on Ice US Hockey victory).
In order to get an organization to Stage 4, the majority of people within an organization need to be at Stage 4...they need to have reached an epiphany in Stage 3 that doing everything yourself isn't productive in the long run - you've got to have a team that you can count on if you really want to make things happen.
A couple of key ideas that are critical for Stage 4 include:
Triadic relationships - basically the idea that a group of 3 people can form a very effective and stable relationship when they all 3 share the burden of making the relationship successful.
Core Values - In order to reach a stage 4 culture, a group must have clearly stated alignment on core values...the types of values that make getting up in the morning important!
Noble Cause - Finally, Stage 4 cultures revolve around ideas that are bigger than any 1 person...you must have a Noble Cause that everyone understands and gets behind.
It's tough to summarize these really big ideas - but hopefully that gives you a taste. The book has a lot of interesting stories and examples and the authors do a nice job of stepping you through the ideas in a logical flow that makes a lot of sense. If you're looking for a set of ideas that will really shake up how you think and how you create a team that will do more...a lot more than you need to check out Tribal Leadership!
67 of 75 people found the following review helpful.
Insightful but not necessarily rigorous
By Mr Likeable
What I liked:
Rich insights into human behaviour, group dynamics and individual motivation.
Very useful, structured and specific suggestions - in essence, management tips that can be applied.
More readable than the average business book - well written.
I would have liked:
Less of a "consultant hard sell" tone. I think there's an emerging pattern of consultant academics writing books that over-sell the observations within, and verge on style exceeding substance. There is good stuff in this book, and the tips appear sensible, but the constant "move up one level at a time" to "the fifth level that we don't even know yet" ...maybe it's just me, but I think this book would benefit by turning down the volume; not every set of consultants' observations needs to promise a transformed world - it's not going to happen. I think this is a common problem in current business literature.
Summary:
In my view, a very accessible and useful book that possibly over-estimates its own "system".
I'd recommend it to young managers as a very good introduction to organisational dynamics, and to entrepreneurs who need a little help understanding the motivations of their employees.
This book probably augments "Good To Great" quite nicely - if you liked that, you might like this; I'd read "Good To Great" first.
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