|Author||Dave Logan, John King, Halee Fischer-Wright|
|Subject||Management, leadership, organizational behavior, organizational development, coaching|
|January 22, 2008|
|LC Class||HD57.7 .L643 2008|
Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization (2008) is a #1 New York Times Bestseller by Dave Logan, John King, and Halee Fischer-Wright that describes the results of an organizational research study. The authors found that corporate leaders could use the groups within their companies to maximize corporate productivity and profitability, and they suggest that learning how those groups communicate is the key to understanding how the company operates. The book is illustrated by case studies from such corporations as Amgen and IDEO.
Logan, King, and Fischer-Wright define a common theme from the ten-year study of approximately 24,000 people in more than two dozen corporations: "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 identifies five stages of tribal culture and advises how to support entire tribes of people to move from one stage to the next.
Tribal Leadership has some notable fans, including Zappos co-founder and serial entrepreneur Tony Hsieh, who commented, "Just finished Tribal Leadership, awesome book! Codifies what we instinctually try to do with Zappos culture."Tribal Leadership and Zappos collaborated on the Tribal Leadership Audio Book.
"After the game, the sports pundits began comparing the Bulls with the giants of the past. With this victory, we became only the third team in history--along with the Minneapolis Lakers and the Boston Celtics--to win three championships in a row. It was flattering to be included in the same sentence with these hallowed teams. But what they missed was the real story: the inner journey the players had gone through to transform the Bulls from a stage 3 ('I'm great, you're not') team into a stage 4 ('We're great, they're not') team."
"In truth, it was a confluence of forces that came together in the fall of 1995 to transform the Bulls into a new breed of championship team. From a tribal-leadership perspective, the Bulls were moving being a stage 4 team to a stage 5. The first series of championships transformed the Bulls from an "I'm great, you're not" team to a "We're great, they're not" team. But for the second series, the team adopted a broader 'Life is great' point of view. By midseason it became clear to me that it wasn't competition per se that was driving the team; it was simply the joy of the game itself. This dance was ours, and the team could only compete against ourselves."
"As we gathered at the University of Santa Barbara from training camp, I saw the Lakers as a stage 3 team with a decidedly 'I'm great, you're not' point of view."
"What gave me the most pleasure, though, was watching this group of talented but undisciplined players shape themselves into a force to be reckoned with. They still had a lot to learn, but I was impressed by how quickly they had shifted from a me-oriented stage 3 team to a we-focused stage 4."