- Hardcover: 320 pages
- Publisher: HarperCollins - US (1 October 2007)
- Language: English
- ISBN-10: 0061251305
- ISBN-13: 978-0061251306
- Product Dimensions: 22.6 x 16 x 3.3 cm
- Boxed-product Weight: 481 g
- Average Customer Review: Be the first to review this item
- Amazon Bestsellers Rank: 79,176 in Books (See Top 100 in Books)
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Tribal Leadership: How Successful Groups Form Great Organizations Hardcover – 1 Oct 2007
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The 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
From the Back Cover
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 success 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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Most helpful customer reviews on Amazon.com
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!
Logan, et al. develops their ideas by walking us through the five levels of teams and leadership and the common language that is found in each tribe (team). Furthermore, after thoroughly explaining each of the five levels of tribes and the team’s mantras we are taught how to move our teams from a “life sucks” worldview to a “life is great” perspective.
The description of level 3 teams and tribal leaders at level 3 harmonizes with what we see in the majority of our government, corporations, and churches. The essence of level 3 tribal leaders are, “I am great, and you are not.” (P.77) Furthermore, in this stage leaders are often driven by their own ego and are crippled by their own insecurities. The real tragedy of these underdeveloped tribes is that they will not tap into the collective gifting and resources that healthy tribes will achieve as a result of teamwork and partnership.
This book will create a hunger to grow beyond a stage 3 leader and transform your tribe to aspire to higher levels of teamwork, relationships, and tribes that realize “life is great!” I gave this book 4-STARS because it is too wordy and the authors could have communicated the same message just as effectively in 200 pages in lieu of the 300 pages that were used.
I also recommend the TEDTalk by Dave Logan - [...]
The book is dealing with “Tribes,” defined as a group between 20 and 150 people, passing simple test—whether you saw someone of one of your tribes walking down the street, you'd stop and say “Hello!”. Authors classify tribes into five stages, which are summarized by mottos:
1: “Life sucks”
2: “My life sucks”
3: “I am great[, and you are not]”
4: “We are great[, and they are not]”
5: “Life is great”
The main focus of authors is transition from late Dilbertian stage 2 to Crowd of competitive professional of stage 3, and especially next step to Collaborative teams of stage 4. Interestingly, the diagnostics is based not on what people believe or personal psychological characteristics. Contrary, they use language talked (“I” at stage 3, “we” at stage 4) and relationships patterns (dyads at stage 3 and triads at stage 4). Each chapter provides hints and tips for each stage, including transitions from one stage to another, stabilizing tribes at this stage, and living in this stage.
Overall, I find the book insightful, very nuanced, and at the same time very practical.
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