The book revolves around the central concept of companies existing as bands of tribes (from as many as 20 people to 150 people per tribe). In effect, an organization is like a state with multiple small towns within it. These are not necessarily your department, but loose associations of thought leaders and colleagues. Tribal groups are formed by the replication of what the authors call “triads.” Triads are strong three-party relationships. This is important factor for organizations with a tribal culture, because the authors know that only a three-legged stool can stand, and that by sharing work among colleagues, there is a mutually-supportive structure, rather than a top-down, one-on-one, senior-to-junior dynamic at work.
If you look for it, you will see these triad relationships everywhere in successful companies. Think about LinkedIn, which relies on you working through your existing contacts to reach another contact in the system (a triad). The book also focuses on the fact that successful tribal company cultures are not about “me”, they are about “we.” While company cultures can focus on the superstars, they do so at their own peril. Real superstars are always forming triads and bringing out the best in their colleagues. They are using what helped the Celts win the championships – Ubuntu – and the knowledge that no one can make it alone.
The book provides case studies of the companies that are getting Tribal Leadership right, like Amgen. Companies, as well as individuals, can be found on a continuum from stage 1 (totally failing) to stage 5 (incredibly successful). About half of all companies in America are in stage 3 where self-accomplishment is the core value celebrated (it’s about my success). Companies at stage 5 are in a league of their own (they don’t see themselves as having competitors, just major problems to solve – cancer, bad customer service). Companies at stage 5 are also incredibly open and share information fluidly among the tribal members (and social networking is increasingly helping them create this openness and transparency).
There’s something extremely attractive about a stage 5 tribal culture, and a lot to admire in Tribal Leaders. While these leaders can exist at companies that have yet to make it to tribal excellence, the book suggests that through practicing the creation of triads, being group-oriented and checking their egos at the door, leaders can help to elevate their companies. Next time you’re in a meeting, count the number of times someone says “me” when they could be saying “we.” Now listen to yourself. And, definitely listen to this important book, for free.
Right on the nose. Very clear and accurate.
ReplyDeleteThe heart of culture, and, the fundamental building block of networked relationships is the triad. It is not necessarily always comprised of three individuals, although that is the strongest triad, with the greatest persistence. It is also a triad when two people are aligned on, and committed to, a worthy project of some sort. However, when the project is complete, the triad disappears.
In any case, simply thinking and operating from the construct of a triad transforms the intention and outcome of relationships.
For example, by shifting focus from the individual, as in a dyad, to the less tangible quality, value, or merit of the relationship between the two opposite you in a triad, the health of 'what is between people' becomes the essential primary interest. That simple re-focusing causes the 'anchoring party' to look outward to see and become responsible for, the appreciated and aligned upon value between people. Resonant value between people is the glue that holds networks together. Resonant core values are the holy grail of stable effective relationships.
Triads demand that people get over themselves and collaborate in true and stable partnerships, and that's a good thing.
Thank you for the blog.
jk::
This sounds an a lot like, John Donne who said, "No man is an island, entire of itself; every man is a piece of the continent, a part of the main."
ReplyDeleteJust add the sliding scale and change the islands to tribes. But I think this is solid philosophy to work by in today's often applaud/scold the we, but reward/blame the me culture that often evolves in companies, teams, clubs, departments, etc.
Excellent blog, great comments.
ReplyDeleteWe've found that when people hear about the five stages, and then we simply ask the question, "where is your group?", people are pretty good at self-assessing. Then they learn about the leverage points to move up to the next stage, and they do a lot of the work themselves.
I'm not sure that someone who "invents" an online store that sells shoes can be called an innovator or business leader...lucky to tap into a group of hipster lemmings perhaps...but not much more...
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