Since the dawn of civilization people have formed tribes, and research demonstrates that humans are genetically programmed to form into groups. Within every company there are tribes, often several, consisting of 20 to 150 people who know each other and work together.  But while everyone tribes, the culture of each tribe is different, as is its effectiveness.  Improving a tribe’s culture—and its chances for greater success—requires a tribal leader who not only understands the tribe but can leverage its collective assets to build a greater team.

Since the dawn of civilization people have formed tribes, and research demonstrates that humans are genetically programmed to form into groups. Within every company there are tribes, often several, consisting of 20 to 150 people who know each other and work together.  But while everyone tribes, the culture of each tribe is different, as is its effectiveness.  Improving a tribe’s culture—and its chances for greater success—requires a tribal leader who not only understands the tribe but can leverage its collective assets to build a greater team.
 
In TRIBAL LEADERSHIP: Leveraging Natural Groups to Build a Thriving Organization, management consultants Dave Logan, John King, and Halee Fischer-Wright show leaders how to use the tribes within their organization to maximize productivity and profit. Based on a ten-year study of nearly 24,000 people in more than two dozen corporations, and with insights from such leading and diverse figures as Brian France, CEO of NASCAR, Reed Hoffman, Chairman of LinkedIn, Scott Adams, creator of Dilbert, and Mike Eruzione, captain of the 1980 U.S. Olympic hockey team, TRIBAL LEADERSHIP is not only a fascinating look into the nature of organizations and human behavior, but an invaluable guide to understanding how today’s top companies perform, how to develop both personal and team excellence, and why the success of any company comes from the strength of the tribes within.

As the authors explain, top tribal leaders excel at getting their groups “unstuck” and moving forward by putting the tribe members (rather than themselves) first.  Using the strategies outlined in TRIBAL LEADERSHIP, leaders can build on the tribe’s culture by enabling people to harness their individual strengths, talents, and interests for the good of the group.  The result is increased loyalty, hard work, innovation, and collaboration. “The goal is to give you the perspective and tools of a Tribal Leader,” the authors write.  “The result is more effective workplaces, greater strategic success, less stress, and more fun.  In short, the point of this book is for you to build a better organization in which the best people want to work and make an impact.”

The authors explain exactly what Tribal Leadership is, and offer a wealth of “technical notes” which explain how to implement the leadership system in any culture.  They also offer coaching tips and a “cheat sheet” that provides the key action steps to building great tribes—including how to identify a tribe’s language and customs, how to move yourself forward while moving your people, and how to build a support network.
 
TRIBAL LEADERSHIP details each of the five tribal stages and helps readers identify which actions affect it and which strategies will enable the tribe to upgrade to the next level.  The authors discuss how each stage has a unique set of leverage points and why it is critical to understand them—more than three quarters of the organizations they studied have tribal cultures that are adequate at best. The five stages include:

•    Stage One: The stage most professionals skip, these are tribes whose members are despairingly hostile—they may create scandals, steal from the company, or even threaten violence.

•    Stage Two: The dominant culture for 25 percent of workplace tribes, this stage includes members who are passively antagonistic, sarcastic, and resistant to new management initiatives.
 
•    Stage Three: 49 percent of workplace tribes are in this stage, marked by knowledge hoarders who want to outwork and outthink their competitors on an individual basis.  They are lone warriors who not only want to win, but need to be the best and brightest.
 
•    Stage Four: The transition from “I’m great” to “we’re great” comes in this stage where the tribe members are excited to work together for the benefit of the entire company.

•    Stage Five: Less than 2 percent of workplace tribal culture is in this stage when members who have made substantial innovations seek to use their potential to make a global impact.

The authors also offer an in-depth look at Tribal Leadership strategies, and discuss how leaders can identify the tribe’s core values and the noble causes to which they aspire.  They then explain how to use those principles along with the tribe’s inherent assets and behaviors to foster success based on the tribe’s goals and objectives.  As the authors explain, once the tribe sets its strategy based on these factors, a palpable sense of excitement begins to emerge.  “Every member of the tribe knows exactly how to succeed and what each person must do to make the tribe effective,” they write.  “That’s the promise of tribal strategy.”

A groundbreaking and important guide to understanding the true source of exceptional leadership, TRIBAL LEADERSHIP can help leaders maximize productivity and growth while bringing their tribes to unprecedented levels of success and achievement.