For example, in his article How America Lost Its Mind , Kurt Anderson points to the internet as a major contributor to a rising extremism and disconnect from reality in American politics.
In essence, Anderson is saying the same thing as Godin: The internet makes it possible to find like-minded people a tribe no matter what your thoughts and beliefs are. Godin points out that there are already countless tribes in the world waiting for the right leaders to come along. Usually, these are tribes that are too stuck in their status quo to achieve their visions—for example, a company that fails to turn a profit, or a small group that fails to attract new members. Instead of building a tribe from the ground up, a visionary leader can turn a stagnating group into an exciting new movement.
Rumelt gives a clear example of the invigorating effect that a new leader can have on a group:. In the mid-to-late s, Apple was struggling badly. Such people believe that simply having more members will somehow make their tribe better.
Recall that a tribe is a group of people with a shared vision and the drive to achieve it. Furthermore, the best way to grow your tribe is to have members with strong connections to non-members; those members will do your recruiting for you. In Purple Cow , Godin goes into more detail about how passionate members of a tribe can spread your ideas and recruit new followers.
Those people will then convince their friends and family that your idea is worth adopting—that your tribe is worth joining. Recall that one of the things a tribe needs is a means of communication. However, there are actually four different kinds of communication within a tribe, and all four are necessary:.
Godin asserts that one of the surest ways to improve your tribe is to make sure that those four types of communication are convenient, comfortable, and effective.
In The Effective Executive, author Peter Drucker suggests leaders ensure open, two-way communication between leadership and members by:. Taking responsibility for their own contributions and outcomes. Asking members to do the same. Each person should have the chance to say what he can contribute to the group and how leaders could make the best use of those contributions. Drucker says that companies which are one type of tribe often hobble themselves by only focusing on the first type of communication: leader to members.
One point Godin repeatedly returns to is that, by definition, a leader is someone who goes off the beaten path consider a common synonym for leader: trailblazer.
Therefore, in order to be an effective leader, you must be fearlessly committed to your vision. In short, what people think of you is neither your responsibility nor your problem. Aurelius also says that the best thing you can do is devote yourself completely to your duty—in this case, your duty to lead your tribe and fulfill your vision. Godin says that many of us are waiting for the right time to lead; for example, when we have the right education, the right funding, or the right support.
However, Godin argues that waiting never pays off. Instead, he urges you to just get started: Make that Facebook group, publish that blog, or start that workplace petition.
With how easy it is to build and lead tribes in the modern world, the only thing stopping you is yourself. Doing something—anything—is much better than staring at your problem and waiting for a fully formed solution to appear in your head. If you just start to write down numbers and formulae, you may find that you actually do know the first step, and then the step after that, and so on.
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