Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
“We want to belong not to just one tribe, it turns out, but to
many.”
“The market needs you (we need you) and the tools are
there, just waiting. All that’s missing is you, and your
vision and your passion.”
“Heretics are the new leaders. The ones who challenge the
status quo, who get out in front of their tribes, who create
movements.”
“If you want to grow, you need to find customers who are
willing to join you or believe in you or donate to you or
support you.”
“The products and services that get talked about are the
ones that are worth talking about.”
“Great leaders don’t want the attention, but they use it.
They use it to unite the tribe and to reinforce its sense of
purpose.”
“The one path that never works is the most common one:
doing nothing at all.”
“This isn’t about having a great idea (it almost never is).
The great ideas are out there, for free, on your
neighborhood blog. Nope, this is about taking initiative and
making things happen”.
“What leaders do: they give people stories they can tell
themselves. Stories about the future and about change.”
Zappos' culture and mission of generally delivering happiness. It sounds hokey, and he
acknowledged it, but his passion and belief in the importance of corporate culture was
infectious (infectious enough to make me buy a signed copy of his book that night which I
can't wait to read).
Tony's basic message was that corporate culture is everything in determining a company's
success, not just a side element that's relegated to the HR department and which determines
how much people like working there. He claimed that companies that have superior, more
intact, and concretely defined cultures will almost always outperform those without. He
explained that they hire and fire putting culture at an equal level as skill and work ethic and
will fire talented employees if they don't fit into the culture.
I liked how the authors of the book compared companies at different stages of "tribal
leadership" or corporate culture and showed through many vivid examples how companies
can move from one stage to another.
The authors described 5 core stages of tribal leadership, where a tribe is a group of 2 to 120
people (but could grow beyond that) who align around some common goal or interest:
1. Stage 1: "Life sucks." People are pessimistic about life overall and see no way out of
their misery. They are prone to crime and stealing and stop caring about any higher
values. This represents about 3% of companies.
2. Stage 2: "My life sucks, but their lives don't." People think their lives suck but see
others whose lives suck less than theirs. They may play tricks or be envious of others
and generally do not have a lot of fun, but they do see a ray of light that they can at
least try to work towards (in between feeling self-pity and remorse). This represents
about 15% of companies.
3. Stage 3: "I'm great, but they're not." People work to improve themselves, see their
talents, and aim to get ahead of others. This is the culture taught by schools and
almost all business self-help books, teaching skills and aids and trying to help you
become better than the person you are today so that you can get ahead and reach your
goals (which others therefore can't reach). It is by definition a competitive culture, and
one that focuses on individualistic results. It is made up of dyads, or two-person
relationships, where two people can work together but contrast their skills and aim get
ahead of each other. This represents about 70% of companies.
4. Stage 4: "We're great, but they're not." People work to fulfill a common, jointly
agreed upon goal, and focus on group success rather than individual contribution.
Olympic teams, top-performing team athletes, companies like Zappos and Amgen
which are defined by their collegial corporate culture are examples. Here, the group
aligns behind a common goal and a common enemy or competition. People work in
tryads, networking between dyads and creating webs of support and insight that fuel
growth much faster than simple dyads or individual contributors. This represents
about 10% of companies.
5. Stage 5: "Life is great." People are happily working on goals that they believe in
jointly without reference to other companies or competitors and simply because of
their belief and optimism. This stage is often achieved fleetingly, held onto for short
periods of time before coming back into Stage 4. Here, the growth rate is the fastest,
with the most synergies, openness between people, and general positive attitude and
happiness. This represents about 2% of companies.
I really liked this frame of mind, and I could see myself squarely as a Stage 3 operator most
of the time (like most type A/overachieving personalities). I've felt what Stage 4 feels like at
times, and I want to be involved in teams that can be operating at Stage 4 more often.
The book also describes the "epiphany" that brings one from Stage 3 to Stage 4: realizing that
meaningful results cannot be achieved alone or through micro-management, and it is through
teamwork and leveraging other people that large impact can be made.
I'd love to speak to people firsthand (other than Tony and Tribal Leadership's authors)
about personal experiences of the different stages and what worked for them and their group
in transitioning from one to the other. This seems like the crucial thing to understand and
probably a skill gained more through experience than simply reading about it.