Product Description

A tribe is any group of people, large or small, who are connected to one another, a leader, and an idea. For millions of years, humans have been seeking out tribes, be they religious, ethnic, economic, political, or even musical (think of the Deadheads). It’s our nature.

Now the Internet has eliminated the barriers of geography, cost, and time. All those blogs and social networking sites are helping existing tribes get bigger. But more important, they’re enabling countless new tribes to be born—groups of ten or ten thousand or ten million who care about their iPhones, or a political campaign, or a new way to fight global warming.

And so the key question: Who is going to lead us?

The Web can do amazing things, but it can’t provide leadership. That still has to come from individuals— people just like you who have passion about something. The explosion in tribes means that anyone who wants to make a difference now has the tools at her fingertips.

If you think leadership is for other people, think again—leaders come in surprising packages. Consider Joel Spolsky and his international tribe of scary-smart software engineers. Or Gary Vaynerhuck, a wine expert with a devoted following of enthusiasts. Chris Sharma leads a tribe of rock climbers up impossible cliff faces, while Mich Mathews, a VP at Microsoft, runs her internal tribe of marketers from her cube in Seattle. All they have in common is the desire to change things, the ability to connect a tribe, and the willingness to lead.

If you ignore this opportunity, you risk turning into a “sheepwalker”—someone who fights to protect the status quo at all costs, never asking if obedience is doing you (or your organization) any good. Sheepwalkers don’t do very well these days.

Tribes will make you think (really think) about the opportunities in leading your fellow employees, customers, investors, believers, hobbyists, or readers. . . . It’s not easy, but it’s easier than you think.

Product Details

• Amazon Sales Rank: #1060 in Books
• Published on: 2008-10-16
• Original language: English
• Number of items: 1
• Binding: Hardcover
• 160 pages

Features

• ISBN13: 9781591842330
• Condition: NEW
• Notes: Brand New from Publisher. No Remainder Mark.
• Click here to view our Condition Guide and Shipping Prices

From Publishers Weekly
Short on pages but long on repetition, this newest book by Godin (Purple Cow) argues that lasting and substantive change can be best effected by a tribe: a group of people connected to each other, to a leader and to an idea. Smart innovators find or assemble a movement of similarly minded individuals and get the tribe excited by a new product, service or message, often via the Internet (consider, for example, the popularity of the Obama campaign, Facebook or Twitter). Tribes, Godin says, can be within or outside a corporation, and almost everyone can be a leader; most are kept from realizing their potential by fear of criticism and fear of being wrong. The book's helpful nuggets are buried beneath esoteric case studies and multiple reiterations: we can be leaders if we want, tribes are the way of the future and change is good. On that last note, the advice found in this book should be used with caution. Change isn't made by asking permission, Godin says. Change is made by asking forgiveness, later. That may be true, but in this economy and in certain corporations, it may also be a good way to lose a job. (Oct.)
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

Review
“Tribes is a must read for all of us. It’s up to each one of us to lead in today’s new kind of world.”
—Former U.S. senator Bill Bradley

About the Author
Seth Godin is the author of ten international bestsellers, including the New York Times bestseller The Dip. His books have been translated into more than twenty-five languages and include Permission Marketing, Purple Cow, and Meatball Sundae. He is also the founder and CEO of Squidoo.com (a huge and fast-growing tribe) and the most popular business blogger in the world.

Customer Reviews

Aggravatingly short on substance.
I've almost never been so painfully aware of a book's shortcomings while reading it. Not long into the book, you pick up on a pattern: Godin blithely throws out broad statements about how anyone can become a leader and how we should all strive to be leaders. He then gives the thinnest of examples of how his version of leadership can look. One example is of a guy who gets sick of waiting in line for one party, then goes to an empty bar, texts his friends and starts his own party. Viola! Instant leadership. But even Godin points out, that guy didn't get that party going in four minutes, he got it going using relationships he'd built over four years (or more) so people would respond to his text.

That's where you begin to see the problem. Godin doesn't explain how to go about doing the actual hard groundwork of leadership. He makes it sound like anyone with an idea and a cell phone can rally thousands of people to their cause in minutes if they just realize that it's not hard. Really? How does that work? First off, we can't all be leaders. The math just doesn't work. If every one of us is to be a leader to one thousand, it means that we must also take time to be a follower for 1,000 other leaders who also need their "tribe". Pretty basic arithmetic, and I don't think we've all got that kind of time.

Godin just skips from one shallow and unsupported, but grandiose statement about leadership to another. The one concrete example he gives in the book about how you might actually go about doing the work of leading comes when he describes his early work experience in a software company. He explains how he got the most out of shallow programming resources by starting a newsletter that created a sense of excitement around his project and attracted programmers to it. That's not only a great idea, it's a practical example a reader who wanted to lead could emulate. This book needs far more of those examples.

Perhaps the most frustrating aspect of this book is Godin's repeated sincere insistence that what's important these days is to be stylish and new, not established and stable. I just kept thinking, "isn't this the attitude that's gotten us into the economic mess we're in right now? Throw out what works for something that sounds good?" I couldn't believe I was reading something so misguided.

In the end, this book ends up feeling like something Godin banged out in a couple of months in order to generate some sales for himself and his publisher. There's a distinct lack of substance in this book, and Godin's sole useful example is one he could pull from his own memory without getting up from his desk or even picking up a phone.

Good writing takes far more work than that, and so does good leadership. This book is an example of neither.

All-Inclusive Invitation to Lead Combined with Rants about What Not to Do
This book's theme is unconventional leadership, taking a cause or idea and gathering support without a firm institutional foundation by finding like-minded individuals and connecting them. If that's a new idea to you, you will find the book to be flattering in its encouragement and motivational in its tone. If you are an unconventional leader already or know a lot about how to do this, you will search in vain for anything new in Tribes.

The book's substance is rather thin beyond the few examples and rants.

Here it is:

People are turned into a tribe by "a shared interest" and "a way to communicate" ("leader to tribe, tribe to leader, tribe member to tribe member, and tribe member to outsider"). A leader increases effectiveness for the people by"

"transforming the shared interest into a passionate goal and desire for change;
"providing tools to allow members to tighten their communications; and
"leveraging the tribe to allow it to grow and gain new members."

As you can see, he's describing the way causes, nonprofits, political pressure groups, and save the world organizations operate.

Some will be offended by the rants. For example, he takes off rather hard on all religions while being all in favor of faith that you can accomplish whatever you want. There's no real basis for his position other than generalities about how no religions ever favor any changes. Well, if that were the case, there would still be rampant slavery in many nations. It was religious organizations that led the antislavery movement from the beginning.

Mr. Godin is very well informed about things that happened recently on the Internet (or in his own life), but he doesn't seem to have a broader understanding of leadership or change leadership. If either subject interests you, I suggest that you read better informed authors like John Kotter (Leading Change, The Heart of Change: Real-Life Stories of How People Change Their Organizations, and A Sense of Urgency), John Maxwell (The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You, and Developing the Leader Within You), and Peter Drucker (Innovation and Entrepreneurship).

I found his commentary that getting ideas is unimportant to be particularly unhelpful. He feels that leadership is all about passion and communication. But with the wrong ideas, you can be passionate about communicating harmful changes.

Ultimately, this is a book that will be enjoyed by those who cannot stop admiring themselves enough. Mr. Godin will encourage them to take actions so they can admire themselves even more. Whatever happened to servant leadership?

Seth Godin fans can't seem to get enough exhortations and rants directing them to be bigger, bolder, and more assertive than ever before about anything that occurs to them. I suppose I should review these books by comparing them to what New Age gurus suggest rather than serious books about accomplishing useful things.

I was intrigued to see that Mr. Godin addressed those who give his books critical reviews by noting that he's pleased that anyone takes the books seriously. Perhaps they aren't meant to be taken seriously. My mistake.

Don't waste your time and money
I've just finished reading it. Totally agree with the comments below. I have been a tribe leader for quite some time now. And what I was looking in that book is to find something new, something that would improve my leadership and my tribe. Unfortunately, the author does not go into details and does not say how to become a leader. What you will find in the book is the constant repetition that you should not be afraid of change and always express your ideas, no matter how stupid they may seem. All the content in the book could have been written in 20 to 25 pages, instead we get about 150.
Now, I am pretty sure that the first thirty positive comments about this book were made by the Godin's tribe followers. At least, he is good at that.