Tribal leadership: tribes and leaders (part 1 of 3)

[email protected] http://salhir.wordpress.comCopyright (c) 2010 Sinan Si Alhir. All rights reserved.

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[email protected]://www.redpointtech.com

Tribal Leadership in PracticePart 1 of 3: Tribes and Leaders

Si Alhir


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Si Alhir - Practitioner(Sinan Si Alhir)

~ “Essentialist” and “Resultant” - “Pragmatic not Dogmatic” - “Transformation Artist”~ Over two decades of experience in all aspects of Solutioning:

~ Technology product/services management (planning and marketing) and Engineering (development)

~ Lean, Agile, Scrum, XP, Kanban, Enterprise (Business and Technology) Transformation (Adopt, Scale, Sustain)

~ Consultant, Coach/Mentor, Trainer/Educator, and Conference speaker

~ Author (3 books, 2 articles in the Encyclopedia of SE, and other publications)~ Certified Lean Six Sigma Master Black Belt (MBB),

Certified Scrum Master (CSM),Certified Project Management Professional (PMP),IT Project Management Certified Professional (IT Project+), ande-Business Certified Professional (e-Biz+)

~ Information~ Email: [email protected] Phone:

[email protected] 202.596.8202~ LinkedIn: http://www.linkedin.com/in/salhir~ Blog: http://salhir.wordpress.com~ Twitter: http://twitter.com/SAlhir

mailto:[email protected]

mailto:[email protected]

http://www.linkedin.com/in/salhir

http://salhir.wordpress.com/

http://twitter.com/SAlhir


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How do we Transform a Groupinto an Organization?

Group Organization?


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How do we Transform a Groupinto a Thriving Organization?

GroupThriving

Organization?


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How do we Transform a Natural Groupinto a Thriving Organization?

NaturalGroup

ThrivingOrganization?


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Natural Groups and Thriving Organizations

NaturalGroup

ThrivingOrganization

Values

Cause

?Commitment Commitment

Alignment Alignment


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Leadership

NaturalGroup


Values

Cause

Strategy

Culture

Commitment Commitment

Alignment Alignment


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Tribal Leadership

NaturalGroup


Values

Cause

Strategy

Culture


Alignment Alignment

Leveraging Natural Groups to Build a Thriving Organization


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Tribal Leader

NaturalGroup


Values

Cause

Strategy

Culture


Alignment Alignment

A Tribal Leader is a leader who synchronizes culture and strategy,consistently stabilizing and effectively developing other people around them

who lead from their role and expertise.Ultimately, the team produce vastly superior results!


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Why

~ Unique aspects of the Product Manger's role*

~ Boundary role between market & enterprise and various communities within the enterprise

~ At the intersection of conflicting & ambiguous internal-external and formal-informal forces

~ Anthropology and the Culture of Product Managers**

~ “Product managers ... a pattern of them straddling multiple cultures within an organization ... the organizational (business) culture ... their own unique (product management) subculture ... different functional/departmental cultures.”

~ “The product manager ... requires that they develop a unique set of interpersonal relationship skills, and those who truly excel possess a superior cross-cultural skill set as well.”

~ “Brand Is Culture, Culture Is Brand” (Bill Taylor, Fast Company, September 2010)

~ “Your Culture Is Your Brand” (Tony Hsieh, Zappos, January 2009, June 2010)

~ “Brand Culture” (ID Branding)

* Steven Lysonski, A Boundary Theory Investigation of the Product Manager's Role, 1985, http://www.jstor.org/pss/1251173

** Paula Gray, Association of International Product Marketing & Management (AIPMM), Business Anthropology and the Culture of Product Managers, 2010, http://www.aipmm.com/html/newsletter/archives/BusinessAnthroAndProductManagers.pdf


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Birds Flock, Fish School, and People Tribe

~ Tribes

~ Naturally forming group

~ Basic sociological unit

~ Between 20 and 150 people

~ Basic building block of any human endeavor

~A small organization is a single tribe

~A large organization is a tribe of tribes

~ Tribal Leadership Book

~ Ten-year, 24,000 person, organizational research study

~ Dave Logan, John King, and Halee Fischer-Wright

~ How leaders leverage natural groups to build thriving organizations


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Tribes and Culture

~ Tribes

~ Dominant cultural stage (one-to-five)

~ Higher cultural stages outperform lower cultural stages

~ Naturally move one stage at a time

~ Culture

~ Emerges from language, behavior, and relationship structures (fingerprint)

~ From language, a theme is observable

~ From behavior (and relationship structures), a mood results

~ Leverage points nudge a tribe forward


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Tribal Leaders and Tribal Leadership

~ Tribal Leaders

~ Leaders upgrade tribes; tribes embrace leaders; and tribes and leaders create each other

~ Leaders nudge language and foster relationships

~ Changing the language and fostering relationships changes the tribe itself

~ Tribal Leadership

~ Process that focuses on culture (language and relationship structures) to nudge a tribe forward

~Changing language

~Fostering different types of relationship

~ Synchronizing culture & strategy to produce superior results

~ Leaders consistently stabilizing and developing other people as leaders


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Tribes and Tribal Leaders

~ Tribes and Culture

~ Tribes, naturally forming groups, move one cultural stage at a time on a scale of one-to-five

~ Culture emerges from language (theme), behavior (mood), and relationship structures

~ Tribal Leaders and Tribal Leadership

~ Tribal leaders upgrade tribes through cultural stages using leverage points

~ Tribal leadership involves nudging language and fostering relationships


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Stage 1 and Stage 2

~ Stage 1: "Life sucks" (2%) - Alienated – Undermining

~ People are alienated from each other

~ Relationships are undermining

~ Behavior expresses despairing hostility

~ Tribal leaders help people recognize and appreciate any positive aspects of life

~ Stage 2: "My life sucks" (25%) - Separate – Ineffective

~ People are separate from each other

~ Relationships are ineffective

~ Behavior expresses being apathetic victims

~ Leverage Points

~ Help people actualize themselves through efforts & results that can be accomplished individually

~ Foster confidence and independence

~ Encourage individuals to form dyads


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Stage 3

~ Stage 3: "I’m great (and you’re not)" (49%) -Personal Domination - Useful (Dyadic)

~ People experience personal domination of one member over others

~ Relationships are established for their usefulness

~ Behavior expresses being lone warriors

~ People form dyadic relationships

~ Leverage Points

~ Help people actualize themselves through efforts & results that require a team

~ Foster confidence and interdependence

~ Encourage individuals to form triads


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Stage 4 and Stage 5

~ Stage 4: "We’re great (and they’re not)" (22%) -Stable Partnership - Important (Triadic)

~ People experience stable partnerships

~ Relationships are important

~ Behavior expresses tribal pride

~ People form triadic relationships organized around resonant core values and a noble cause

~ Organizations compete against other organizations

~ Tribal leaders help the tribe actualize itself through history-making efforts

~ Stage 5: "Life is great" (2%) - Team - Vital (Triadic)

~ People experience a team of stable partnerships

~ Relationships are vital

~ Behavior expresses innocent wonderment

~ People form networked triadic relationships organized around history-making efforts

~ Organizations compete with other organizations


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Conclusion

~ Tribes and Tribal Leaders

~ Tribes and Culture

~ Tribal Leaders and Tribal Leadership

~ Tribal Stages

~ Stage 1: "Life sucks" (2%) - Alienated - Undermining

~ Stage 2: "My life sucks" (25%) - Separate - Ineffective

~ Stage 3: "I’m great (and you’re not)" (49%) - Personal Domination - Useful (Dyadic)

~ Stage 4: "We’re great (and they’re not)" (22%) - Stable Partnership - Important (Triadic)

~ Stage 5: "Life is great" (2%) - Team - Vital (Triadic)


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Thank You

Si Alhir

Tribal leadership: tribes and leaders (part 1 of 3)

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culture of product managers

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