Tribal Leadership in Practice: A Coach’s Perspective

By Brad Barton, Mark Ferraro, and Si Alhir

We — Brad (@Brad_Barton), Mark (@mark4ro), and Si (@SAlhir) — have been individually involved in enterprise business and technology transformation, working strategically and tactically with management and teams, for over three decades. While our professional roots are diverse, we independently found our way to the practice of Transformation.

We met in 2005 during a client transformation engagement, and throughout the engagement, we readily stabilized at Stage 4 and intermittently experienced Stage 5. After the engagement concluded, we returned to our individual consulting practices with sporadic opportunities of working together ever since.

The Book

The publication of the Tribal Leadership book in 2008, with which we had no involvement, was crucial in establishing an acknowledged body of experience (beyond our own experience and other “similar” experiences) around Leadership and Transformation.

Why are we so attracted to Tribal Leadership? Because it resonates with our own experience and because it genuinely does not prescribe a “subordinate follower to leader” model, which plagues so many other approaches to leadership. Furthermore, we are reminded of Mary Parker Follett, who Peter F. Drucker regarded as the “Prophet of Management” and who Gary Hamel regards as the “world’s most prescient management thinker”:

Leader and followers are both following the invisible leader – the common purpose.

Please see Tribal Leadership in a Nutshell for more on Tribal Leadership, including: Tribes and Tribal Leaders, Tribal Stages, Tribal Leadership, and Tribal Strategy.

The Project

In 2010, we decided to leverage Tribal Leadership explicitly in our client work (while ensuring client confidentiality) and share our experience in this blog. “Leverage Tribal Leadership explicitly” does not mean using anything proprietary from the book’s authors, rather, it means relating/connecting/associating our pre-existing coaching approaches with the concepts in the book.

We individually applied the Tribal Leadership Survey in addition to conducting our own informal assessment/appraisal, and ultimately concluded that our clients were at Stage 2 or Stage 3.

We leveraged coaching conversations to try and upgrade our client cultures, we derived observations and major points (or insights), and then we discussed and consolidated our major points. While our coaching conversations have had some observable impact on our client cultures, the journey continues!

The following major points are elaborated below:

• Is Tribal Leadership “Real”?
• Is it Real for the Fast Paced Business World?
• Language (without Behavior) is Necessary but not Sufficient!
• Where are We in the Epiphany?
• Exploring the Noble Cause
• Do or Die!
• Rewarding Stage Three Behavior = Inviting Stage Two Outbreak!
• I believe it, but we’ll never get there with this crew

Major Points

There is substantial detail removed from the descriptions below and there are many other lessons we could derive from the experience, but we focused on what immediately emerged — partially to ensure client confidentiality!

Is Tribal Leadership “Real”?

Some people doubted the “realness” of Tribal Leadership, and particularity the existence of Stage 4. Their doubts, as shared by them, were based on never experiencing Stage 4 and not meeting anyone before who could claim experiencing Stage 4. The lesson we derived is that attempting to understand the whole Tribal Leadership system for those who are predominantly in Stage 2 (and who might not have experienced Stage 3 or 4) may be somewhat overwhelming and cause an immediate reaction of doubt. Generally, our approach is not to merely “introduce” Tribal Leadership, but “practice” it and foster people “experiencing” it, then introduce them to the system more holistically. We have experienced the greatest value of Tribal Leadership when it naturally emerges (through coaching) rather than trying to “educate” everyone on Tribal Leadership and then going to “do it”.

Is it Real for the Fast Paced Business World?

One leader in the organization has experienced Stage 4 in his military experience with the US Marines, but questions how to translate that to business. In the military, the stakes are higher and you need to be Stage 4 to survive, but in business people get away with self-focus and often doing the “minimum” to get by. The politics of business, the daily pressure of the bottom line, customer needs, and the lack of common practices keep him solidly in Stage 3. He likes the concept of Stage 4, but seems overwhelmed with how to get there. The lesson we derived is that even though people may have experienced Stage 4 in a particular context, they may not be able to readily foster it in another context. Generally, our approach is to “organically” help people upgrade their culture rather than presume a “one-size-fits-all” approach.

Language (without Behavior) is Necessary but not Sufficient!

Some people, while readily using Stage 4 language, consistently fostered dyadic rather than triadic relationships. The lesson we derived is that language alone is not a good indicator of cultural stage, but only jointly considering language and behavior (fostering dyadic versus triadic relationships) is a reasonable indicator of cultural stage. Generally, our approach is not to merely focus on language or behavior or structure, but consider all of these facets of how people experience their tribe and the reality around them.

One leader solidly in Stage 3 talks of the desire for Stage 4, while at the same time continuing to build dyadic relationships. He is very cautious of “empowerment”. While he knows it’s necessary, he want to ensure it occurs within “the appropriate boundaries” so that “his practices are recognized and retained.” It’s likely he would welcome Stage 4 if he knew how to get there. The lesson we derived is that the chasm between Stage 3 and 4 is indeed “great” (and even perhaps “greater” than many choose to acknowledge). Notice the language: “appropriate boundaries” and “his practices are recognized and retained” — very “I” focused!

Where are We in the Epiphany?

Some people, while readily using Stage 4 language, shared that they care about the whole organization, but at the “end of the day” they were only responsible for their piece of the organization. The lesson we derived is that while this sounded very much like the second part of the Epiphany, it was very difficult to understand the overall time-frame in the transition from Stage 3 to Stage 4 (through the Epiphany), and we could not better understand how long it might take to reach the end of the Epiphany. Generally, while we are very focused on coaching from Stage 2 to 3, 3 to 4, and 4 to 5, we are perhaps even more focused on discovering coaching techniques for “fostering the epiphany”.

Exploring the Noble Cause

Ask around and see if a noble cause can be identified and how well is it aligned to others in the organization. Conversation around the noble cause is a very exploratory process. Saying one “knows” their noble cause or core values is perhaps a very natural response that gives us confidence in dealing with reality, but getting people started in the exploratory process and continuing the exploratory process can be profoundly difficult.

Do or Die!

One practitioner who spent time in Stage 3, is currently solidly entrenched in Stage 2. Positive change is needed soon or he will be looking for another tribe. He openly expressed desire for “empowerment” and “transparency”. He is done trying here! The lesson we derived is that there are time tolerances for those in Stage 2, and if they can’t make progress toward Stage 3, they may become more nomadic!

Rewarding Stage Three Behavior = Inviting Stage Two Outbreak!

While many workers have the desire to find themselves in a Stage 4 culture and regularly demonstrate a propensity to function at this stage, wide-spread organizational recognition and elevation of individuals demonstrating Stage 3 behaviors may cause the majority to function at Stage 2. Organizations that promote Stage 3 individuals effectively reinforce the behaviors that come with Stage 3 and are inviting Stage 2 cultures. Many organizations recognize Stage 4, but don’t know how to get there so they continue to entrench in Stage 3 behavior and language. Others see Stage 4 as not real and continue to operate with a “superhero” mentality. Generally, we commonly experience working with organizations who are at Stage 3 and perpetually reinforce Stage 2, thus, we continue to focus on the importance of the epiphany to move beyond Stage 3 rather than perpetually reinforce this Stage 2 & 3 dynamic.

I believe it, but we’ll never get there with this crew

At multiple organizations, we’ve encountered individuals who believe that advanced stages are only possible when you find yourself working alongside the “right people”. These individuals are clearly demonstrating the Stage 3 “I’m great and you’re not” mentality. While longing for the opportunity to work with people more like themselves they often overlook the role they could play in developing others in their tribe; that is, the opportunity they may have to assist with the development of others rather than looking for “the easy out”. This is perhaps another case that calls for the development of techniques for “fostering the epiphany” with such individuals who may be ripe for coaching.

The Future

We have a deep appreciation for how the authors of the Tribal Leadership book have culminated their research and experience, and our hope is that we can contribute to the Tribal Leadership community as the future unfolds.

Reflecting upon our own experience, we found the following statement to be tremendously impactful:

Give everyone a choice, and then work with the living; don’t try to raise the dead.

Tribal Leadership in a Nutshell

Tribal Leadership is a process for leveraging natural groups to build thriving organizations by focusing on language and relationship structures.

Much of my work originates with “The ‘Fix It’ Discussion”, and ultimately leads to the Purposeful Enterprise (or Tribal Enterprise), the Art of Transformation, and Mutual Authentic & Appreciative Engagement where Tribal Leadership is at the heart!

This offers a quintessential introduction to Tribal Leadership.

Tribes and Tribal Leaders

This presentation introduces Tribal Leadership.

Please see Tribes and Tribal Leaders for more.

The slides are available on SlideShare.

Tribal Stages

This presentation introduces the Tribal Stages and their related leverage points.

Please see Tribal Stages for more.

The slides are available on SlideShare.

Tribal Leadership

This presentation introduces the Zone of Tribal Leadership and focuses on core values, noble cause, and triadic relationships.

Please see Tribal Leadership for more.

The slides are available on SlideShare.

Tribal Strategy

This presentation continues the discussion of the Zone of Tribal Leadership and focuses on tribal strategy.

Please see Tribal Strategy for more.

The slides are available on SlideShare.

Tribal Leadership: Tribal Strategy

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Part 1: Tribal Leadership: Tribes and Tribal Leaders
Part 2: Tribal Leadership: Tribal Stages and Leverage Points
Part 3: Tribal Leadership: From “I” to “We”
Part 4: Tribal Leadership: Tribal Strategy

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Tribal Leadership is a process for leveraging natural groups to build thriving organizations by focusing on language and relationship structures.

As tribes naturally move one cultural stage at a time on a scale of one-to-five, tribal leaders focus on upgrading tribes through cultural stages using leverage points and stabilizing at stage four (“we’re great”), which includes finding and leveraging commitment to resonant core values, aligning on a noble cause, establishing triadic relationships, and building a history-making strategy.

A tribal leader sets a strategy that takes everything into account, especially the tribe itself, along with the market, product & project lifecycle, economics, technology, etc. A tribal strategy (as opposed to a personal strategy) begins at stage four, and people can join in the strategy only if they are at stages three, four, or five. For stage two, the tribal leader should first upgrade the tribe.

A tribal strategy is composed of five parts (core values, noble cause, outcomes, assets, and behaviors) or three separate and interlocking discussions that flow from core values and noble cause with three questions, which the tribe must answer “yes” to before the strategy can be successfully implemented.

Core Values and Noble Cause

A tribal leader engages a tribe in an exploratory process about what the tribe stands for (values) and what it lives for (noble cause). Core values are “principles without which life wouldn’t be worth living”. A noble cause is a “pronouncement of a future state that a tribe will bring about through its coordinated action”.

Outcomes (“What do we want”)

This is a conversation about what we want. Outcomes should be big, specific, measurable, and set in time. A goal is a success in the future, which implies a failure in the present, while an outcome is a present state of success that morphs into a an even bigger success in the future. A tribal leader should ensure outcomes are in line with the tribe’s core values and noble cause.

Assets (“What do we have”)

This is a conversation about what we have. Assets should be heavy, varied, and specific so that they overwhelm the outcome.

Test Question #1: Assets Sufficient for the Outcomes?

The first question is whether the tribe has enough assets to accomplish the outcome. If the answer is “no”, the tribe should focus on an interim strategy to build its assets.

Behaviors (“What we will do”)

This is a conversation about what we will do. Behaviors should be general, consistent, and forwarding so that when accomplished they become assets. Behaviors need to be put in order of implementation. As the tribe puts these behaviors together, individual leaders will step forward.

Test Question#2: Enough Assets for Behaviors?

The second question is whether the tribe has enough assets for the behaviors. If the answer is “no”, the tribe should add assets or modify behaviors.

Question #3: Will Behaviors Accomplish Outcomes?

The third question is whether the behaviors will accomplish the outcomes. Everyone in the tribe should answer this question. Once all of the tribe members have expressed their thoughts, the tribe needs to take the concerns or objections into account. Once all have expressed their thoughts, the tribe needs to take the concerns or objects into account.

Strategy at Scale

This system of strategy works at every scale. Behaviors flow down to outcomes at the next level, and strategies cascade up. All the strategies are coordinated and network together to interlock and form interdependent partnerships fostering mutual accountability.

Stage 5

As the tribe implements the strategy, it may enter stage five such that people experience a team of stable partnerships where their relationships are vital; their behavior expresses innocent wonderment and their language expresses “life is great”. At stage five, competitors exist, but don’t matter, values are vital (life giving) and a noble cause is the tribe’s only compass.

Tribal Leadership: From “I” to “We”

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Part 1: Tribal Leadership: Tribes and Tribal Leaders
Part 2: Tribal Leadership: Tribal Stages and Leverage Points
Part 3: Tribal Leadership: From “I” to “We”
Part 4: Tribal Leadership: Tribal Strategy

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Tribal Leadership is a process for leveraging natural groups to build thriving organizations by focusing on language and relationship structures.

As tribes naturally move one cultural stage at a time on a scale of one-to-five and as tribal leaders focus on upgrading tribes through cultural stages using leverage points, the chasm between stage three (“I’m great”) and stage four (“we’re great”) is huge! Stage four is the realm / zone of Tribal Leadership, when a group sees themselves as a tribe, and without stabilizing at this stage, a tribe will continue to oscillate in and out of stage three.

Stage 3: “I’m Great”

Dyadic relationships are the basis of stage three. People experience personal domination of one member over others where their relationships are established for their usefulness; their behavior expresses being lone warriors and their language expresses “I’m great (and you’re not)”.

At this stage, people form a series of dyadic (two-person) relationships (hub with spokes), hoard information (where knowledge is power), try to keep their “spokes” from forming relationships with one another, rely on gossip and spies for information, use military or mafia language, hunger for tips/tools/techniques/practices to become more efficient, and focus and talk about their individual values. Dyadic relationships involve one-on-one conversations where people at the other end of the relationship feel commoditized and valued only for their service or information.

Ultimately, people complain that they don’t have enough time, don’t get enough support, and are surrounded by people less able and less dedicated than themselves. This is the point of diminishing returns where the harder they work, the less effective they are, and the less their efforts seem to matter.

At this stage, people are treated as a “means” and not a “end”; people (hubs) foster relationships where others (spokes) are dependent on them (the person fostering the relationship).

The Epiphany: “I Am Because We Are”

The epiphany is a journey (an event or series of events) from stage three to stage four where a person is awakened to reflect intellectually & emotionally on their core assumptions and becomes aware of deeper insights from which there is no turning back.

The first part of the epiphany focuses on “What have I achieved?” This leads the person to the realization that their achievements are more personal than tribal and they are not making the impact they thought they were.

The second part of the epiphany focuses on “How can I fix this?” This leads the person to begin preaching a “we” system (stage four) within stage three (using such words as “vision”, “partnership”, and “collaboration”) and ultimately leads the person to the realization that stage three cannot be fixed and must be abandoned.

The third part of the epiphany focuses on “What’s the real goal?” This leads the person to the realization that the ego hit of accomplishment at stage three isn’t the same as success itself and that the real goal is having an impact on people and betterment of the tribe.

At the end of the epiphany, the person realizes “I Am Because We Are” and shifts from “I” and dyadic relationships to “we” and networked systems of people where there is a pure focus on the tribe and being in service of the institution.

Stage 4: “We’re Great”

Core values, a noble cause, and triadic relationships are the basis of stage four. People experience stable partnerships where their relationships are important; their behavior expresses tribal pride and their language expresses “we’re great (and they’re not)”.

A tribal leader fosters finding and leveraging commitment to resonant core values, aligning on a noble cause, establishing triadic relationships, and building a history-making strategy.

Core Values

Core values fuel a tribe; it is what the tribe “stands in”. Core values are timeless. Core values are “principles without which life wouldn’t be worth living”.

A tribe identifies and leverages its core values. These are not the tribal leader’s core values, but the tribe’s core values.

Noble Cause

A noble cause is the direction of where a tribe is headed; it is what the tribe “shoots for”. A noble cause is far-reaching (represents the tribe’s yearnings and aspirations). A noble cause is a “pronouncement of a future state that a tribe will bring about through its coordinated action”.

A tribe aligns on a noble cause. A noble cause cuts across individual differences, establishes tribal identity, and makes leadership possible. This is not the tribal leader’s noble cause, but what the tribe is in “service of”. Focus is on alignment, which fosters passionate resolve with coordinated action, while agreement is shared intellectual understanding.

Next to values, nothing is more important than a tribe’s noble cause. A tribe doesn’t just talk about its core values, but must live them through its practices. A tribal leader follows the core values of the tribe no matter what the cost. A tribe’s values create a stable platform from which the tribe may be flexible and change almost everything else. Many organizations are challenged because they lack a stable platform!

A rouge tribe is one in which people adhere to noncore values, values that don’t have universal benefit, or a noble cause that benefits one group by disenfranchising another. Routine tribal maintenance involves a tribe removing or pruning any process, system, or habit that is inconsistent with the tribe’s values and noble cause.

Triads

A tribal leader establishes triads (three-legged relationships) all around them. Triading is fostering a relationship between two people based on core values & mutual self-interest and moving on, which results in loyalty and followership. Whatever one gives out, one gets back! Triads can link people together as well as tribes. Triads offer stability, the context for innovation, and scalability.

Triads involve three parts where each leg of the structure is responsible for the quality of the relationship between the other two parts. This is not one part being responsible for the other two parts, but being responsible for the quality of the relationship in-between the other two parts.

Triads are undermined if senior decision makers solve problems themselves, thus when a tribe encounters problems, a tribal leader reminds people of their core values (since values lead to alignment) and people work to resolve the problem. However, at stage 3, a problem is addressed by creating dyads that require time and attention!

A tribal leader fosters triads by knowing the values and current projects of people in their network, has the credibility with both people (they are triading with) before facilitating an introduction, is great or world-class at something, and has experienced the epiphany (otherwise triading looks like thinly veiled self-promotion). Effective triading requires “authenticity”!

At this stage, people are treated as an “ends” and not a “means”; people foster relationships where others are interdependent on each other (rather than the person fostering the relationship) and unified by their core values and noble cause.

Tribal Leadership: Tribal Stages and Leverage Points

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Part 1: Tribal Leadership: Tribes and Tribal Leaders
Part 2: Tribal Leadership: Tribal Stages and Leverage Points
Part 3: Tribal Leadership: From “I” to “We”
Part 4: Tribal Leadership: Tribal Strategy

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Tribal Leadership is a process for leveraging natural groups to build thriving organizations by focusing on language and relationship structures.

Tribes naturally move one cultural stage at a time on a scale of one-to-five. The cultural stage of a tribe emerges from language (theme), behavior (mood), and relationship structures.

Tribal leaders focus on upgrading tribes through cultural stages using leverage points, including nudging language and fostering relationship structures.

Tribal stages and leverage points reflect fundamental personal and social aspects (connectedness and community) concerning identity, engagement, and meaning.

Stage 1: “Life sucks” – Alienated – Undermining

At this stage, which is dominant in approximately 2% of workplace tribes, people are alienated (mood) from each other where their relationships are undermining; their behavior expresses despairing hostility (mood) and their language expresses “life sucks” (theme).

At this stage, people are generally more negative (than positive) about themselves, others, and life in general. This is a more negative world- or life-view. This is a lose-lose at micro-level!

A tribal leader intervenes by coaching people to recognize and appreciate any positive aspects of life.

Stage 2: “My life sucks” – Separate – Ineffective

At this stage, which is dominant in approximately 25% of workplace tribes, people are separate from each other where their relationships are ineffective; their behavior expresses being apathetic victims and their language expresses “my life sucks”.

At this stage, people are generally more negative (than positive) about themselves but view others’ lives as being more positive. This is a more negative My-focused view. This is a lose-win at a micro-level!

A tribal leader intervenes by coaching individuals to actualize themselves through efforts & results that can be accomplished individually, fostering authentic confidence and independence, and by coaching individuals to form dyads (dyadic relationships).

Stage 3: “I’m great (and you’re not)” – Personal Domination – Useful (Dyadic)

At this stage, which is dominant in approximately 49% of workplace tribes, people experience personal domination of one member over others where their relationships are established for their usefulness; their behavior expresses being lone warriors and their language expresses “I’m great (and you’re not)”; and they form dyadic relationships.

At this stage, people are generally more positive (than negative) about themselves and their efforts & results but view others’ efforts & results as being more negative (that is, less able and less dedicated). This is a more positive I-focused but negative You-focused view. Furthermore, there is significant focus on techniques & practices rather than values & principles as well as significant focus on management than leadership. This is a win-lose at a micro-level!

A tribal leader intervenes by coaching individuals to actualize themselves through efforts & results that require a team, fostering authentic confidence and interdependence, and by coaching individuals to form triads (triadic relationships).

Stage 4: “We’re great (and they’re not)” – Stable Partnership – Important (Triadic)

At this stage, which is dominant in approximately 22% of workplace tribes, people experience stable partnerships where their relationships are important; their behavior expresses tribal pride and their language expresses “we’re great (and they’re not)”; and they form triadic relationships organized around resonant core values and a noble cause, essentially, mutual cooperation around a common goal, typically competing against another organization.

At this stage, people are generally more positive (than negative) about their tribe’s efforts & results but view the efforts & results of other tribes as being more negative (that is, competing against their tribe). This is a more positive We-focused but negative They-focused view where there is interdependence among members of the same tribe. This is a win-win at a micro-level but a win-lose at a macro-level!

A tribal leader intervenes by coaching the tribe to actualize history-making efforts.

Stage 5: “Life is great” – Team – Vital (Triadic)

At this stage, which is dominant in approximately 2% of workplace tribes, people experience a team of stable partnerships where their relationships are vital; their behavior expresses innocent wonderment and their language expresses “life is great”; and they form networked triadic relationships organized around history-making efforts, essentially, intrinsic meaningfulness for universal benefit.

At this stage, people are generally more positive (than negative) about their tribe, other tribes, and life in general. This is a more positive world- or life-view where there is interdependence among tribes. This is a win-win at a macro-level and micro-level!