Tribal leadership leadership and strategy (part 2 of 3)

Tribal Leadership in Practice
Part 2 of 3: Leadership and Strategy

Si Alhir

salhir@redpointtech.com Tribal Leadership salhir@gmail.com http://salhir.wordpress.com
http://www.redpointtech.com 1 Copyright (c) 2010 Sinan Si Alhir. All rights reserved.

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)
~ CultureSync Approved Tribal Leader
Certified Lean Six Sigma Master Black Belt (MBB),
Certified Scrum Master (CSM),
Certified Project Management Professional (PMP),
IT Project Management Certified Professional (IT Project+), and
e-Business Certified Professional (e-Biz+)

~ Information
~ Email: salhir@gmail.com Phone:
salhir@redpointtech.com 202.596.8202
~ LinkedIn: http://www.linkedin.com/in/salhir
~ Blog: http://salhir.wordpress.com
~ Twitter: http://twitter.com/SAlhir


Tribes, Tribal Leaders, and
the Zone of Tribal Leadership
~ 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


Tribal Leadership
Leveraging Natural Groups to Build a Thriving Organization

Cause

Alignment Alignment

Strategy

Natural Thriving
Group Organization

Culture

Commitment Commitment

Values

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 produces vastly superior results!

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)


Stage 3: “I’m Great”

~ Personal Domination
~ Dyadic (two-person) relationships (hub with spokes) involving one-
on-one conversations
~ Hoard information (where knowledge is power)
~ Try to keep “spokes” from forming relationships
~ Rely on gossip and spies for information
~ Use military or mafia language
~ Hunger for tips/tools/techniques/practices (efficient)
~ Focus and talk about their individual values
~ People commoditized as “means”

~ Point of Diminishing Returns
~ Complain: Don’t have enough time and don’t get enough support
~ Complain: Surrounded by less able and less dedicated people
~ Harder they work, less effective they are, and less their efforts seem
to matter

The Epiphany: “I Am Because We Are”

~ Journey from stage three to stage four
~ Awaken to reflect intellectually & emotionally on core assumptions
~ Become aware of deeper insights from which there is no turning
back

~ First Reflection: “What have I achieved?”
~ Realization: Their achievements are more personal than tribal
~ Realization: Their not making the impact they thought they were

~ Second Reflection: “How can I fix this?”
~ Begin preaching “we” system (stage 4) within stage 3
~ Using “vision”, “partnership”, and “collaboration”
~ Realization: Stage 3 cannot be fixed and must be abandoned


The Epiphany: “I Am Because We Are”

~ Third Reflection: “What’s the real goal?”
~ Realization: Ego hit of accomplishment (stage 3) isn’t the same as
success
~ Realization: Real goal is having an impact on people and betterment
of the tribe

~ Realization: “I Am Because We Are”
~ Shifts from “I” and dyadic relationships to “we” and networked
systems of people
~ Focus on the tribe
~ In service of the institution


Stage 4: “We’re Great”

~ Tribal Leaders
~ Finding and leveraging commitment to resonant core values
~ Aligning on a noble cause
~ Establishing triadic relationships
~ Building a history-making strategy

Cause

values


Core Values and Noble Cause

~ Core Values: “Principles without which life wouldn’t be worth living”
~ Fuels a tribe, and what it “stands in”
~ Timeless
~ A tribe identifies and leverages its core values (not the tribal leader’s
but the tribe’s)
~ A tribe lives its core values through its practices
~ A tribal leader follows the core values of the tribe no matter what
the cost
~ Noble Cause: “Pronouncement of a future state that a tribe will bring
about through its coordinated action”
~ The direction of where a tribe is headed, and what it “shoots for”
~ Far-reaching (represents a tribe’s yearnings and aspirations)
~ A tribe aligns on a noble cause (not the tribal leader’s but the
tribe’s)
~ Establishes tribal identity and makes leadership possible
~ What a tribe is in “service of”


Triads and Triading

~ Triads
~ Three-legged relationships
~ Link people together as well as tribes
~ Offer stability, the context for innovation, and scalability
~ Each leg of the structure is responsible for the quality of the
relationship between the other two parts

~ Triading
~ Fostering a relationship between two people based on core values
and mutual self-interest
~ Results in loyalty and followership
~ Know values and current projects of people in network
~ Credibility with both people (they are triading with)
~ Great or world-class at something
~ Has experienced the epiphany
~ Effective triading requires “authenticity”!

Tribes, Tribal Leaders, and
Tribal Strategy
~ 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 upgrade tribes through cultural stages using
leverage points
~ Tribal leadership involves nudging language and fostering
relationships


Tribal Leaders and Tribal Strategy

~ Tribal Leaders
~ Finding and leveraging commitment to resonant core values
~ Aligning on a noble cause
~ Establishing triadic relationships
~ Building a history-making strategy

Outcomes
Assets Will
Sufficient Behaviors
for the Accomplish
Outcomes? Outcomes?
Noble
Cause
Core
Values

Assets Behaviors

Enough
Assets for
Behaviors?


Tribal Leaders and Tribal Strategy

~ Tribal Strategy (versus a Personal Strategy)
~ Set by the tribal leader and takes everything into account
~ People can join in only if they are at stages 3, 4, or 5
~ Three separate and interlocking discussions that flow from
core values and noble cause
~ Three questions, which the tribe must answer “yes” to before
the strategy can be successfully implemented

Outcomes
Assets Will
Sufficient Behaviors
for the Accomplish
Outcomes? Outcomes?
Noble
Cause
Core
Values

Assets Behaviors

Enough
Assets for
Behaviors?


Core Values, Noble Cause, and Outcomes

~ Core Values and Noble Cause
~ Core Values: Fuels, “stands in”, and timeless
~ Noble Cause: Direction, what the tribe “shoots for”, and far-
reaching (yearnings and aspirations)
~ A tribal leader engages a tribe in an exploratory process
~What the tribe stands for (values)
~What it lives for (noble cause)

~ Outcomes (“What do we want”)
~ A conversation about what we want
~ Should be big, specific, measurable, and set in time
~ A tribal leader should ensure outcomes are in line with the
tribe’s core values and noble cause


Assets and Behaviors

~ Assets (“What do we have”)
~ A conversation about what we have
~ Should be heavy, varied, and specific so that they overwhelm
the outcome
~ Test Question #1: Assets Sufficient for the Outcomes?

~ Behaviors (“What we will do”)
~ A conversation about what we will do
~ Should be general, consistent, and forwarding so that when
accomplished they become assets
~ Test Question#2: Enough Assets for Behaviors?
~ Test Question #3: Will Behaviors Accomplish Outcomes?


Strategy at Scale

~ Strategy works at every scale

~ Behaviors flow down to outcomes at the next level

~ Strategies cascade up

~ Strategies
~ Coordinated and network together
~ Interlock and form interdependent partnerships
~ Foster mutual accountability


Conclusion
~ Tribes and Tribal Leaders
~ Tribal Stages

~ Tribal Leadership
~ Stage 3, The Epiphany, and Stage 4
~ Core Values and Noble Cause
~ Triads and Triading

~ Tribal Strategy
~ Core Values, Noble Cause, and Outcomes
~ Assets and Behaviors
~ Scale


Thank You

Si Alhir


Tribal leadership leadership and strategy (part 2 of 3)

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