by Dave Logan, John King and Halee Fischer-Wright
It’s a fact of life: birds flock, fish school, people “tribe”.
Every company, indeed every organisation, 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 organisation’s tribal culture on a scale from one to five and then implement specific tools to elevate the stage to the next.
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 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 will show leaders how to employ their companies’ tribes to maximise 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 organisations they’ve studied have tribal cultures that are merely adequate – no better than the third of five tribal stages.
The often counterintuitive findings of Tribal Leadership could help leaders at today’s major corporations, small businesses and non-profits learn how to take the people in their organisation 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.