Tribal Leadership

This is a good book. I recommend it to anyone with a job or a career. The book covers 5 levels of corporate culture along with suggestions on how you can help move your organization up a level or two. The funny thing is once you read this book you will see people in your organization at different levels. In addition, you will see that those people who are more influential in an organization will have a greater impact on the corporate culture than others within the organization.
(I use the term corporate not to mean a business per se; I mean a group of people with a common goal.)

• Level 1: The mood is ‘life sucks’ and the atmosphere is that of despairing hostility.
• Level 2: The mood is ‘my life sucks’ and the atmosphere is that of an apathetic victim.
• Level 3: The mood is ‘I am great and you are not’ and the atmosphere is that of a lone warrior.
• Level 4: The mood is ‘We are great and they are not’ and the atmosphere is of tribal (corporate) pride.
• Level 5: The mood is ‘Life is great’ and the atmosphere is about having a higher noble purpose.

The book gives examples of people and organizations at each of the levels. I can see in my career that I have worked for places at almost all of the levels except level 5. I also noticed that in my own life, on a personal level, I have progressed through many of these levels. Personally, I feel like I am between 4 and 5 but often find that my actions may at times dip down to level 3. I wish they made an app that could track my current level in real time. Wouldn’t that be nifty? It would change how we react and push us toward level 5.

I think one area the book should have touched on is non-profits. I can see that these pinciples are applicable for Churches, Veterans Organizations, and even government entities. The concepts of the book should be easy to extrapolate to non-profit organizations, but would have been nice to have the book cover them. I would be interested more in examples of those types of organizations and how they apply these ideas. I volunteer much of my time to Veterans’ organizations and, I have to admit, I see Veterans’ service organizations at all different levels.

This book will also make you rethink how you look for a new place of employment. Instead of looking at the money aspect (not that it is not important) you would look for employment at an organization that is at or beyond your level. For example, I would not want to work for a level 1 or 2 organization. Been there done that. I would be ok at a level 3 but I would really like to be with an organization that has a level 5 corporate culture. I say I would be ok with a level 3 only because the job market is competitive and I have living expenses to consider. The level 5 is, of course, where we would all want to be, even if we don’t know it. Everyone wants their work to have meaning and purpose. We all want our lives to have meaning and purpose. This is where we find true happiness.

In order to achieve high levels, the book talks about values and cultivating values for your corporate culture. In fact, they even discuss hiring people not only for their skills but also for their values. How many HR people evaluate a candidate’s values when they are screening applicants? One example given in the book is the team takes the candidate out for lunch and they all talk to the candidate to see if they will be a good ‘fit’.

What is interesting for me is this book has me reevaluating how I think one should look for employment and how an organization should look for candidates. It even challenges me to implement these ideas in the context of non-profits. Over all this book is good for anyone.

Take a look at Zappos Values as an example: http://about.zappos.com/our-unique-culture/zappos-core-values

The audio version of the book is available free and they have setup a companion website with additional information and supporting materials. www.triballeadership.net

"It is to be lamented however that great characters are seldom without blot." - George Washington

I have noticed that often people are their own worst enemies. People's lack of self awareness often leads to decisions that are detrimental to themselves. They don't realize that they, to some extent, have some control over their success or failure. I am not talking about 'name it and claim it' ideology. We don't control everything in our lives. However, it is true that showing up is half the game.    If you know your dispositions you can overcome them. Like Sun Tzu, who taught us, that we must know ourselves and our enemies, not that that would always give us victory but to give us victory more often.

The Marines have always been recognized at producing good leaders. Below are some of the things that Marines not only must know, but they must demonstrate if they want to be a leader of Marines. All of these can be applied to any leadership position, whether it be as a Fire Team Leader, Platoon Sergeant, a Battalion Commander, a Fortune-500 CEO, or parent.

• Know yourself and seek self-improvement.
• Be technically and tactically proficient.
• Develop a sense of responsibility among your subordinates.
• Make sound and timely decisions.
• Set the example.
• Know your Marines and look out for their welfare.
• Keep your Marines informed.
• Seek responsibility and take responsibility for your actions.
• Ensure assigned tasks are understood, supervised, and accomplished.
• Train your Marines as a team.
• Employ your command in accordance with its capabilities.

• Dependability - The certainty of proper performance of duty.
• Bearing - Creating a favorable impression in carriage, appearance and personal conduct at all times.
• Courage - The mental quality that recognizes fear of danger or criticism, but enables a man to proceed in the face of it with calmness and firmness.
• Decisiveness - Ability to make decisions promptly and to announce them in clear, forceful manner.
• Endurance - The mental and physical stamina measured by the ability to withstand pain, fatigue, stress and hardship.
• Enthusiasm - The display of sincere interest and exuberance in the performance of duty.
• Initiative - Taking action in the absence of orders.
• Integrity - Uprightness of character and soundness of moral principles; includes the qualities of truthfulness and honesty.
• Judgment - The ability to weigh facts and possible solutions on which to base sound decisions.
• Justice - Giving reward and punishment according to merits of the case in question. The ability to administer a system of rewards and punishments impartially and consistently.
• Knowledge - Understanding of a science or an art. The range of one's information, including professional knowledge and an understanding of your Marines.
• Tact - The ability to deal with others without creating offense.
• Unselfishness - Avoidance of providing for one's own comfort and personal advancement at the expense of others.
• Loyalty - The quality of faithfulness to country, the Corps, the unit, to one's seniors, subordinates and peers.

• Begin the planning - if you want to succeed at something you must plan
• Arrange for reconnaissance - decide what things need to be researched to make your plan work
• Make the reconnaissance - do the research
• Complete the planning - make final modifications to your plan taking the information you gathered in the previous step into account
• Issue Orders - delegate tasks and authority as needed (see SMEAC below)
• Supervise - make sure that orders are understood and followed

• Situation - describe what the current situation is
• Mission - describe what the current mission is
• Execution - describe how the mission will be carried out
• Administration and Logistics - describe how administrative duties and logistical support will be handled
• Command and Signals - describe who the persons in authority are and any special signals that need to be recognized

• Autocratic (Authoritarian)
• Democratic (Persuasion)
• Combination of both

 

One of the leadership traits that is all to often overlooked is customer service. I think it is a personal value as well, not limited just to leadership. Everyone respects and wants customer service when they are the customer. They will even complain if they service is not up to their standards, in fact you could be terminated or not retained in a job position for not having good customer service skills.

"Increase your sensitivity to issues of pride. Start to be aware of the things you do as a leader in your business or in your home anytime you are more concerned about promoting yourself than others." - The Servant Leader by Ken Blanchard and Phil Hodges

"Omnia relinquit servare rempublicam" (He relinquished everything to serve the Republic.)

There is a group of people that I look up to or think exemplify a certain trait that is worth of emulation. I call them heroes for the lack of a better term. As a disclaimer, I realize that no one is perfect. I may count someone as a hero who may also have negative traits. For example Noah is a great hero because he was faithful, however, he was also a drunk. 

I have been asked on more than one occasion what I considered the best time I had while in the Marine Corps Reserves. I always tell them Toys for Tots. For whatever reason I have a heart for kids. I think the kids shouldn't have to worry about grown up problems like the mortgage payment or where they will get the money for groceries. They should be able to have fun and play without worries. Toys for Tots, in a small way, helps during the holiday season. 

I was fortunate this year to have met the co-founder of Toys for Tots John Hampton at his 100th birthday party. The moment reminded me of the long tradition of service Marines have. As Marines, we served in every clime and place. We have served in time of peace and time of war. From the sands of Iwo Jima to the shores of Pelilu, to the jungles of Vietnam, to the cold of Korea, to the hot deserts of Afghanistan and Iraq, from the Horn of Africa to here in the United States. As Veterans, we continue this rich tradition of service. Among other deeds, we serve our community and deserving children with the Toys for Tots program. I am honored to serve with such an exceptional group of men and women.

Now as a veteran, I continue in the legacy of John Hampton and others. I collect toys for children in need. Working long hours before and after work. Running from place to place collecting up toys. I never see the smile these toys bring to a child's face or the warmth in a parents heart to see their child happy in the midst of a sad situation. Although I do not see the smile, I continue on knowing the smile is there.

In the Marine Corps, we never had an army of one. It was always a team effort. I know my fellow Marine Veterans are at my side and helping to pull the load, and I am never alone. I cannot forget the generous donations of toys left by caring hearts in a simple run down barrels. Together all of us are able to make a difference in the lives of millions of children each year.

Thank you for your generosity.

(Picture is form one of our 2008 toy drive events, the SBF stunt Bike Show and Toy Drive at Freedom High School, Oakley, CA)

While I was recently reading someone else's blog (I wanted to comment but I can't find that post) that had a video about taking action to help people in Africa. One point in the video was you know what to do all you need to do is do it. Just do it, as Nike puts it. I think this is an important leadership trait and great personal value for anyone. The value of taking action, being proactive, having decisiveness or initiative is something I feel I can use more of.

• How would you define taking initiative or action?
• Has the lack of taking action in a situation had a negative impact on you?