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Type of bind: Hardcover
Dewey Decimal Number: 658.4092
EAN num: 9780061251306
ISBN number: 0061251305
Label: Collins Business
Manufacturer: Collins Business
Quantity: 1
Page Count: 320
Printing Date: February 01, 2008
Publishing house: Collins Business
Release Date: January 22, 2008
Sale Popularity Level: 5659
Studio: Collins Business
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It's a fact of life: birds flock, fish school, people 'tribe.'
Every company, indeed every organization, is a tribe, or if it's large enough, a network of tribes—groups of 20 to 150 people in which everyone knows everyone else, or at least knows of everyone else. Tribes are more powerful than teams, companies, or even CEOs, and yet their key leverage points have not been mapped—until now. In Tribal Leadership, Dave Logan, John King, and Halee Fischer-Wright show leaders how to assess their organization's tribal culture on a scale from one to five and then implement specific tools to elevate the stage to the next. The result is unprecedented success.
In a rigorous eight-year study of approximately 24,000 people in over two dozen corporations, Logan, King, and Fischer-Wright refine and define a common theme: the sucess of a company depends on its tribes, the strength of its tribes is determined by the tribal culture, and a thriving corporate culture can be established by an effective tribal leader. Tribal Leadership will show leaders how to employ their companies' tribes to maximize productivity and profit: the authors' research, backed up with interviews ranging from Brian France (CEO of NASCAR) to 'Dilbert' creator Scott Adams, shows that over three quarters of the organizations they've studied have tribal cultures that are merely adequate, no better than the third of five tribal stages.
Leaders, managers, and organizations that fail to understand, motivate, and grow their tribes will find it impossible to succeed in an increasingly fragmented world of business. The often counterintuitive findings of Tribal Leadership will help leaders at today's major corporations, small businesses, and nonprofits learn how to take the people in their organization from adequate to outstanding, to discover the secrets that have led the highest-level tribes (like the team at Apple that designed the iPod) to remarkable heights, and to find new ways to succeed where others have failed.
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Rated by buyers -
As someone who has read dozens of management and leadership books I was curious to see how Tribal Leadership - Leveraging Natural Groups to Build a Thriving Organization would be any different from the others. I was pleased to find that it is focused on leaders and the building blocks of any company, the workers. This book describes in detail how to identify where you are in one of five stages. The authors let you know what each stage looks like, sounds like, the pitfalls of and ways to move forward from each one. They do so from the basis of extensive research which is laid out at the back if you want to review it. I found the book to be funny, engaging and useful for any and all workers and levels of management. This is a must read if you want to improve your efforts in the work place and / or become a better leader to others.
Rated by buyers -
Tribal Leadership is the subsequent big idea for organizations looking to move to a higher level of productivity, passion and influence. The concepts and observations presented are easily observable in most organizations. One of the most interesting and challenging concepts seems to be that an organization can really move beyond a competitive mindset to a "greater good" mission or noble cause.
Rated by buyers -
1. Every organization is a small town or tribe.
2. A tribe is a group of 20 to 150 people
3. Tribes get work done
4. Tribes migrate towards excellent work or minimal work
5. Tribes seek the survival of their leader
6. What moves us is the people we met along the way
7. Tribes work because the build strong relationships of trust
8. Building trust depends on engineered experiences that form a frame of reference or a context of trust.
9. Strategy in the tribe becomes everyone's problem
10. Leaders build the tribe.
11. Every tribe has a dominate culture
12. Company gossip, networks feedback, and politics matter in an insecure environment. However, the cost of the information is enormous. Energy and time that could be focused on profits.
13. Leadership in the tribe is effortless to the viewer. Leader is working to recruit the right people and build the tribe culture.
14. Tribes can be classified into five stages: Stage 1: desperately hostile interacts 2. Antagonistic 3. Competitively hoarding resource and talent 4. Team greatness 5. Infinite potential believing the tribe is going to make history.
15. Many professional people reach stage three, saying to themselves, "I'm great and your not!", but find themselves alone and without recognition, in a broken and ungrateful system.
16. People at stage 1 think they are at stage 3 and people at stage 2 think they are at stage 4.
17. Stage 4, looks good but is vulnerable to competition. Companies that are run by people who all have the same background, temperament, personality, IQ, learning style are easy targets for competitors. Disequilibria is necessary to drive innovation and creativity. An awakening must happen. An epiphany is an awakening. Epiphany could be a series of insights leading up to a deeper understanding and vision of what needs to done. When measuring an epiphany, ask yourself two questions: What am I trying to accomplish? And How do I know if we were successful.
18. Look at what people do as a result of leaders efforts. What matters is tribal success. Stage 5, is doing things together that are greater than we could have done alone. Every employee deserves a friend and better a group of friends to accomplish breakway feats.
Rated by buyers -
According to the powerful perspectives offered by this unique take on organizational development, a tribe is a group between 20 and 150 people. Tribes emerge from the language people use to describe themselves. Change the language, change the tribe. Executive coaches will love this resource.
The authors make the point that our very first instinct to bring about change in organizations is often to tell people what to do differently. Such a strategy often enhances compliance, but reinforces a sense of powerlessness, and impedes change.
The authors describe five Tribal Stages (centers of gravity) that inform some groups.
1. About 2% of groups - "life sucks" Gangs of individuals who operate without social rules or values except absolute loyalty to the group.
2. 25% of groups- "my life sucks" passively antagonistic, quietly sarcastic and resigned. Seen it all before and watched it fail.
3. 49 % of tribes - "I'm great, and you're not." Knowledge is power. Winning is personal and based on "my" values.
4. 22% of group - "We're great, and they're not." "We" are greater than "me." The bigger the foe, the more powerful the tribe. Based on shared, "our" values. Leaders build the stage on which others perform.
5. 2% of groups - "life is great" Infinite potential of the group - not beat competitor, but make global impact. Based on "global" "resonant" values
Through language, leaders can move the group's center of gravity through progressive stages by focusing on the words people use and the types of relationships they form. Groups can't leap over a stage as they progress. Additionally, culling out `bad apples' is ineffective. If you fire the bottom 10% of performers, the people who remain redistribute to stages others leave.
The authors observe that people's language correlates to the specific tribal stage, nature and structure of their relationships. The book lays out strategies that coaches and leaders can employ to unlock greater productive potential.
To uncover someone's values, ask "What are you proud of?" and follow it up with three to five open-ended questions. Pride ties actions to values. For tribes at stage 2, ask "What ticks you off?" The tone of responses goes from passive to passionate as answers shift from chatter about the surface to their core values.
To progress a tribe to higher stages, the authors suggest finding values that unite and resonate with people in the group. Tribal leaders follow the core values of the tribe no matter what the cost. They keep looking for new ways to express the values. Authenticity is a key - avoid identifying values and then making decisions based on expediency. Such acting above the law disempowers the tribe.
As a coach, help clients set the noble cause by asking "For the sake of what?" Identifying values and establishing a noble cause is a process, not an event. It's more than printing values posters or inscribing a mission statement on employee badges. Instead, leaders talk about values, base decisions on them, and engage tribal members in discussions about what they mean. Most strategies are based on understanding of the external environment, not the highest aspirations of the tribe.
The authors identify five components of Tribal Strategy
1. Values - What we stand for
2. Noble cause - What we live for
3. Outcomes -What we want
4. Assets - What we have
5. Behavior - What we will do
Accountability - outcome vs. goal - a goal is off in the future, it implies a failure in the present. People are motivated by the goals in a crisis, but they lose their drive once the fire is out. An outcome is a present state of success. "We have already succeeded, and this is how it looks at this point in the process (succeeding now with an outcome)
The models and techniques offered by the authors have broad application for executive coaches and for leaders. Definitely well worth the read.
Review by Bruce Ervin Wood
Rated by buyers -
What an amazing book. Infact this is far more than a book it is a guide to creating and building great teams. If you have ever wondered why some team building events don't work this is a must read book. My sincere thanks to the team who put this together. This book will change the way Organisational Development/HR specialists and Performance Consultants go about their work. It is that influential. Like all the best material, simple to understand and powerful in the way it insightfully helps you to see things for what they are.
I have worked in organisational design/business performance and HR for over 20 years and this is one of the most imformative and best books I have ever read. It has reinforced my long held views about the need to understand the dynamics of what makes for a great team. If you also ever wondered why you felt automatically part of some teams and others almost rejected you before you even got started, then this is a 'must read' book. I have become a raving fan and will enthusiatically introduce the concepts and methods, as I have the fortune and privalage, in my day to day work, to make a difference to the lives and work of the thousands of people I come into contact with.
Mark Pym
Director of Reward Matrix & Great Teams
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