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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: 33836
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 -
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
Rated by buyers -
I was initially put off by the title of this book, but once I started reading it i couldn't put it down. This is by far the best organizational behavior book I have ever come across and it literally changed the way I view my own company's culture, as well as those of our clients, and people I meet every day.
The book is easy to read, and summaries of the key ideas at the end of each chapter make it easy to review, retain concepts, and implement their suggestions. I recommend spacing out the book by reading a chapter a day over a few weeks so you have time to reflect on the book's concepts and really digest the material. I've recommended this book to all my co-workers, clients, colleagues, and partners at my firm. A must have!
Rated by buyers -
There is a tidal wave of Leadership and How To's out there on the market. Having read most of the best sellers, this book stands out as one that will have a lasting effect on how Leaders and Managers think of their mission. I particularly enjoyed the development of the levels/stages of teams. The sought after level five is where history is made and teams see beyond their current task. When you get right down to it, it is about legacy. Are you enriching the lives of others or not? The authors cleverly use real life case studies that give us a guidepost on just how to make this a reality in our own lives and businesses.
I plan to keep this one close to my desk and refer back to it many times. It is an excellent teaching and coaching tool for developing effective teams.
Rated by buyers -
Dave Logan and his team deliver poignant concepts in an easy to read and entertaining book that will quite likely change your perspective on your culture at work and also your personal life. It is a must read for those interested in increasing efficiency and enhancing relationships. The 5 stages approach make sense and the authors give clear recommendations on how you and your team can progress through the stages.
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