Tribal leadership slideshare


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Tribal leadership slideshare

  1. 1. Bruce BullochLiorCaspiRoger DowdyGabrielle Zecha<br />
  2. 2. TRIBESby Dave Logan, John King, and HaleeFischer-Wright<br />“… the empowerment of a community for a noble cause with the mutual respect for core values.” -- NasarAboubakare<br />People naturally form tribes<br /><ul><li>Tribes are the basic building block of any large human effort
  3. 3. 20 – 150 people
  4. 4. smaller groups are teams
  5. 5. Tribes always have more power than the leader</li></ul>What makes some tribes more successful than others is its culture<br />Tribes emerge from the language people use to describe themselves, their jobs and others<br />TRIBAL LEADERSHIP<br />
  6. 6. TRIBAL LEADERSHIPby Dave Logan, John King, and Halee Fischer-Wright<br />There are five sequential stages that people (and tribes) can move in and out of<br />Each stage has a unique set of leverage points that will help move the individual/tribe forward<br />Tribal Leaders upgrade the tribal culture (by focusing on the language and behavior of the tribe) as the tribe embraces the leader<br />Change the language of the tribe, and you have changed the tribe itself<br />TRIBAL LEADERSHIP<br />
  7. 7. Stages 1: On the Verge of a Breakdown<br />Summary<br />“Life sucks”<br />Alienated from each other and the, and the relationships are undermining; focus on survival (e.g. gangs)<br />2% of organizations (e.g. gangs, DMVs, etc.) <br />Leverage Points<br />Encourage the individual to see that other’s lives don’t “suck”<br />Involve them in meetings, events where higher stage language is occurring<br />Encourage them to cut ties with those who exhibit “life sucks” language <br />TRIBAL LEADERSHIP<br />
  8. 8. Stage 2: Disconnected & Disengaged<br />Summary<br />“My life sucks”<br />Members are separate from each other, feel powerless and oppressed and the relationships are ineffective; focus on victimization<br />25% of organizations<br />Leverage Points<br />Encourage the individual to establish dyad relationships, esp. with those exhibiting Stage 3 language<br />Show them how their work does have an impact<br />Assign project that allow for quick successes<br />TRIBAL LEADERSHIP<br />
  9. 9. Stage 3: The Wild, Wild West(48% of workplace cultures)<br />This is the zone of personal accomplishment. “I’m great (and by definition you’re not)”<br />Common for this stage to be present in knowledge based organizations – medicine, law, & education<br />Primary characteristic of stage 3: Formation of dyadic (two person) relationships<br />People with many dyadic relationships report feeling mentally fatigued because it takes a lot of time to maintain each relationship.<br />TRIBAL LEADERSHIP<br />
  10. 10. Early Stage 3<br />Early Stage 3 individuals:<br />Typically occurs when he finds his groove, acquires confidence, and is recognized for his gifts<br />Tend to feel let down by others (clue: lots of sentences beginning with “I”)<br />Marked by insecurity which fuels their drive to perform<br />TRIBAL LEADERSHIP<br />
  11. 11. Middle Stage 3<br />Middle Stage 3:<br />Make friends whom they believe are at their level<br />Show of respect to others with the same gift; but still try to “one-up” each other<br />**coaching tip: point out that gifts are different – diversity of personality & skill set is important to the team’s success.<br />TRIBAL LEADERSHIP<br />
  12. 12. Late Stage 3<br />Often comes as people hit age 40 or experience personal loss; manifest by a desire to give back<br />**coaching tip: if a person is stuck at Stage 3, find what’s holding her there.<br />TRIBAL LEADERSHIP<br />
  13. 13. Stage 3 Fingerprints<br />Formation of dyadic relationships<br />Knowledge is power so the way to remain on top is to know more – there is a tendency to hoard info because it is equivalent to power in this stage<br />Under the guise of keeping everyone informed, Stage 3 people keep their “spokes “ from forming relationships with one another<br />As a result of feeling insecure, people at this stage may rely on gossip for political information<br />TRIBAL LEADERSHIP<br />
  14. 14. Stage 3 Fingerprints (con’t)<br />Especially if you’re male and working in a macho culture, you may talk using military or mafia language<br />Hungry for tips, tools, and techniques that will increase efficiency; Intense focus on time management because they can rely only on themselves<br />Talking about values – “my values”, or “the principles I hold dear” but these values are not empowering to anyone but you – really doing your own thing, not for the team. <br />TRIBAL LEADERSHIP<br />
  15. 15. The Tribal Leadership Epiphany<br />An awakening: But wait, there’s more!<br />“What am I really trying to accomplish?” ….a feeling of the need to live values (not just talk about them).<br />Requires a “leap of faith”<br />Behavior shift from “I” and dyadic relationships to “we” and networked systems of people.<br />TRIBAL LEADERSHIP<br />
  16. 16. Signs of the Epiphany<br />Noticing that people haven’t achieved what they thought, that victories they thought were tribal are only personal<br />People eventually see that winning on a personal basis is self defeating – tribal successes are enduring and satisfying for everyone<br />Realizing that power is a zero-sum game – the more you take from others, the more you have and the less others have<br />The only real goal is the betterment of the tribe<br />TRIBAL LEADERSHIP<br />
  17. 17. The Transition to Stage 4<br />“I am because we are”<br />Rewards of the transition are esteem, respect, loyalty, legacy, and enduring success<br />TRIBAL LEADERSHIP<br />
  18. 18. Stage 4Tribal life after the epiphany (22% of workplace cultures)<br />Stage 4 is the point where an organization has learned to use it’s tribal structure to promote its business objectives<br />Members believe they are more effective as a team than they are as individuals<br />The organization has articulated a powerful sense of purpose (a noble cause) that all of the employees have internalized(the tribe knows what it stands for)<br />The organization has articulated a list of core values that all members believe in and use as the ultimate arbitrator of business decisions (If a business decision conflicts with the values, the values win)<br />Management and staff use the triad as the favored form of interaction<br />Morale is high and the organization is dynamic. It is constantly moving in the direction of its noble cause<br />The united tribe competes with an outside adversary rather than with each other<br />TRIBAL LEADERSHIP<br />
  19. 19. Finding the Noble Cause <br />Members of a stage 4 company believe they are doing important work in the world. You must articulate your noble cause to effectively function at this level<br />The noble cause is a benefit to the larger community that transcends the company’s economic success<br />One technique for finding the noble cause is to use a variation of the five questions mental model<br />Ask the question “in service to what?” about your tribe’s work<br />Look at your answer and repeat the same question (“in service to what?”) several time until you reach the bedrock benefit of your mission<br />TRIBAL LEADERSHIP<br />
  20. 20. What the stage 4 company looks like<br />Members describe their work in terms of the tribe’s values and the important work (noble cause) they are doing<br />Ownership of ideas is replaced by a willingness to take ideas from any source (Your only as smart and capable as your tribe)<br />Individual effort gets support from the entire group (members are not left to succeed or fail on their own)<br />Give credit, keep blame<br />Employees actively network with each other<br />A preference for holding meetings of at least 3 people (triads)<br />“It makes my life more fun and it’s effective.”<br />TRIBAL LEADERSHIP<br />
  21. 21. The TriadThe Communications Tool of Stage 4<br />A conversation or workgroup made up of three people or groups<br />The function of the triad is to build networks of people<br />Each member actively works to build the relationship between the other two members<br />The manager gives up personal control in favor of empowering the talents and energy of the organization<br />Triads allow for endless scalability<br />“We have yet to see problems that couldn’t be fixed by a few good triads.”<br />TRIBAL LEADERSHIP<br />
  22. 22. The triad “liberates” the manager<br />The genius of the triad is that it takes an effective networking tool and repurposes it as a management tool. Every business person understands the benefits of connecting two other people to help them reach their goals. You not only deepen the connection you have with them, but you are vicariously building the vibrancy of your professional network. When a manager uses the triad method as a communications tool, he or she benefits in three ways:<br />The connection between the manager and employees is strengthened<br />Dependent subordinates are empowered to become independent problem-solving teams<br />The manager saves time and effort by not having to be the center of every problem-solving initiative<br />TRIBAL LEADERSHIP<br />
  23. 23. Triad members are both highly connected and empowered to act<br />The idea is that the triad becomes more effective as a problem-solving engine. The members are both highly connected and empowered to act <br />The book uses the example of an employee who comes to his boss about a disagreement with another employee. Rather than speak to them separately, the boss reminds the employee that he and the other employee are trying to achieve the same goal (tribal values) and they just need to come to an agreement on how to reach it. The boss trusts the other two members of this informal triad to do the heavy lifting of reaching a solution rather than orchestrating a solution himself<br />TRIBAL LEADERSHIP<br />
  24. 24. Tribal Guide to Strategy<br />Components of Tribal Strategy:<br />Values and Noble Cause: point to the tangible benefits of shared values and noble cause is by the tribal leader engage the tribe for what the tribe stands for (values) and what it lives for (noble cause)<br />Outcomes: “what we want”, outcome is a present state of success that morphs into bigger victory over time.<br />Assets: “what we have”, <br />“core assents” – what do we have<br />“common grounds” – how we are seen<br />Behaviors: “what should we do to achieve the outcomes?”<br />Once you have strategy focus only on “Behaviors”, Restrategize every 90 days.<br />TRIBAL LEADERSHIP<br />
  25. 25. Stage 5 (2% of workplace cultures)<br />Ask “What will propel us to the next level?”<br />Tribe language is “Life is great", there is no “they”<br />Tribe exists as long as a history-making activities lasts or the competition is irrelevant <br />Members spend their time based on core values and noble cause<br />The values are “global” or “resonant”<br />Gallup – “are we helping six billion people or just the best corporations in the world?” -> World Poll <br />“a clear road map for the new reality of managing organizations, careers, and life” - LinkedIn co-founder. <br />TRIBAL LEADERSHIP<br />
  26. 26. Goal of Tribal Leadership<br />Upgrade groups/cluster of people from stage to stage<br />While tribal leaders do their work for the good of the group, they are rewarded with loyalty, hard work, innovation, and collaboration.<br />Tribal Elder:<br />Bill Gates<br />U2’s Bono<br />Nelson Mandela<br />Contribute to global – not just tribal – causes.<br />It is possible!<br />TRIBAL LEADERSHIP<br />
  27. 27. Resources<br />Check for more resources<br />(free audio book download after registration)<br />On TED:<br />On YouTube (from fellow students in India):<br /><br />TRIBAL LEADERSHIP<br />