Lisa Hanna, January 2, 2010 (view all comments by Lisa Hanna)
Tribes was a fantastic read! It has proved to be one of the books I highly recommend to others. It explains marketing well for those that are less familiar with the underlying thoughts that drive buyers' needs. It helps people understand you have to be remarkable to be memorable, dare to stand out from the crowd, be unique ~ it's all in the message.
Action Biz Concepts
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Taylor, November 30, 2009 (view all comments by Taylor)
Like the rest of Seth's books there's a lot of ideas here, but not a lot in the way of really useful practical ideas. The concept of tribes, of creating a following isn't really new, but what Seth tries to do is present a new perspective to it, and to some degree he succeeds in that he does show how one or a few people can motivate many people to follow in the mission of those one or few people. What he doesn't really do is provide more than some examples and rants on what not to do and even the rants aren't articulated very well. What Seth's really managed to do is notice a trend that's already occurring and tried to present it as something new and novel, without really exploring how groups dynamics work.
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Micah Elliott, October 30, 2008 (view all comments by Micah Elliott)
In the classic Godin style, more than anything this book is motivational, with an expected emphasis on embracing change and overcoming the F-word (Fear). But this time there's more to it (hence the multitude of tags) -- leadership! We have to assemble and lead a tribe, and "managing" isn't going to work. We must start movements, via motivation and connectivity. "The barriers to leadership have fallen," as the necessary tools are now readily available: blogs, search, RSS, social networks, GTD, progress trackers, etc.
Short and sweet at 127 unstructured, linear entries, it's an assortment of advice, admonitions, case studies, experiments, quotations, and anecdotal stories, including a revision to the Peter Principle(!). I was compelled to compile my own glossary to aid in remembering all the rich metaphors. It includes: authentic generosity, balloon factories (and unicorns), charisma, criticism, curiosity (vs fundamentalism), heresy (vs status quo), faith (vs religion), remarkability (vs fear), leadership/empowerment (vs sheepwalking, vs participation, vs management), micromovement, passion (vs bureaucracy), reinvention (vs perfection), thermostat (vs thermometer), tribe (vs factory), yes/no (vs not yet) -- words which will now have a refreshed home in my vocabulary.
Paraphrasing some of the most resonant excerpts:
- Capitalize on a non-obvious moment/opportunity; get there first.
- Recipe for starting a micromovement: manifesto, connectablity, money is not the point, track progress.
- Persuasion: don't start with opposition, seek the uncommitted passionates.
- Help your tribe sing, whatever form that song takes.
- Elements of leadership: challenge status quo, create culture, be charismatic, communicate vision, connect.
- "I started a newsletter..."
I appreciate that Seth's content is not simply borrowed or extended from his blog, but enters fresh in his books. I should also mention that Seth's is about the only blog among my 200 subscriptions whose entries I will never skim over.
Purple Cow and The Big Moo motivated me to quit my programming factory day job some months ago and pursue my dream of ending corporate life and starting my own business. Now Tribes has given me what I believe will be the perspective to lead a people, as Seth does. In fact, because I'm in Seth's exclusive tribe (exclusion is a key component of tribes), he sent me (and other members) a surprise free, advanced copy of the book. And now he'll sit back while his members write rave reviews about it and sneeze over the importance of tribes and leadership. That is remarkable.
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shalliebey, October 24, 2008 (view all comments by shalliebey)
I just finished reading Tribes today. I found it to be a fabulous book for understanding the entrepreneurial mindset. By that I mean understanding how to get something new done by leading a tribe. Godin talks about why it is our obligation to lead...it is more than just an opportunity.
The book has wonderful examples of people inspired by their own passions and inspiring others by their passions. I was reading pages to my wife as she cook breakfast...she was listening.
Smarter Small Business Blog
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"Publishers Weekly Review"
by 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." Publishers Weekly (Copyright Reed Business Information, Inc.)
Tribes are everywhere, in companies large and small, and their members are hungry for connection, meaning, and change--in other words, for leadership. For the first time, explains Godin, everyone has an opportunity to lead, not just bosses. In "Tribes," he explains how.
and#147;You canand#8217;t sell it outside if you canand#8217;t sell it inside,and#8221; says bestselling author Stan Slap in this groundbreaking book about employee culture. Culture is the most overused but least understood concept in business. It can make or break any management planand#151;and any manager right along with it.
This deeply researched book reveals why an employee culture is an entirely separate organism living within a company, with its own purpose and priorities. It exists to protect itself, and it canand#8217;t be bluffed, bribed, or bullied into dependably doing anything. So how do you keep your employee culture energized and open to change in a way that doesnand#8217;t bankrupt the company? How do you protect your organization when the culture is most vulnerableand#151;during mergers, fast growth, and under extraordinary pressure?
Slapand#8217;s answers include more than fifty action steps that are immediately applicable by any company and every manager. He also features the real stories of firms like Google and Samsung, intimate interviews with famed CEOs, and wild insights from unique employee cultures, including the film crew of the Super Bowl and Paul McCartneyand#8217;s band.
Like Slapand#8217;s previous bestseller, Bury My Heart at Conference Room B, this book is provocative, irreverent, heartfelt, and often very funny.
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.
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