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“Figure out a subtle way to share the book with your Type A’s and prima donnas, as [Tribal Leadership] expertly describes the tension between loners who perform exceptionally and those who perform exceptionally but who measure success as part of a team”
--Inc. Magazine, February, 2008.
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(If you would like us to send the following note, please indicate as such in the "personalize note" box below, or write your own.)
Dear “recipient”:
Every company is a tribe, or a network of tribes—groups of 20 to 150 people in which everyone knows everyone else, or at least knows of them. Tribes are more powerful than teams, companies, or even superstar executives.
Great leaders know they can’t instantly change the culture of a large group with gimmicks or trendy initiatives. Successful executives focus on developing their culture one “tribe” at a time. The heart of leadership development is helping leaders to upgrade the effectiveness of their tribes, taking these groups from “adequate” to “outstanding.”
Tribal Leaders focus on building the tribe—or upgrading the tribal culture. If they succeed, the tribe recognizes them as the leader, giving them discretionary effort, cult-like loyalty, and a track record of success. Divisions and companies run by Tribal Leaders set the standard of performance in their industries, from productivity and profitability, to employee retention. They are talent magnets, with people so eager to work with the leader that they will take a pay cut. Their efforts seem effortless, leaving many people puzzled by how they do it.
Someone in your life believes you’d benefit from a study of this book, and has chosen to send this to you as a gift.
In particular, you may want to study chapters six, seven and eight—which are the gateway to establishing yourself as a Tribal Leader.
We wish you the best in your reading on this topic. Let us know if we can help in any way.
Best wishes,
The Authors
