Tribes: We Need You to Lead Us

Part 3 covers sections: “Fear of Failure is Overrated,” “The Cult of the Heretic,” “Should They Build a Statue of You?,” “The World’s Best Coach,” “Tighter,” “Tactics and Tools for Tightness,” “Discomfort,” “Followers,” “Leaning In, Backing Off, Doing Nothing,” “Participating Isn’t Leading,” “Case Studies: CrossFit.com and Patientslikeme.com,” “Three Hungry Men and a Tribe,” “Curiosity,” “The Plurality Myth,” “The Schoolteacher Experiment,” “The Virtuous Cycle Versus the Exclusive Tribe,” “Most People Don’t Matter So Much,” “Does the Status Quo Ruin Your Day (Every Day)?,” “They Burn Heretics at the Stake,” “The Wrong Question,” and “All You Need to Know Is Two Things.”

Failure is built into business models. If an individual’s idea does not take off, then the company usually absorbs the consequences. Godin believes fear of criticism is the most likely culprit for why people avoid risks. Criticism, without constructive feedback, is a potent dream-killer because it only shuts someone down and does not give them encouragement or a way forward. Nevertheless, even negative feedback can give some advantage, since “[t]he products and services that get talked about are the ones that are worth talking about” (27). Godin therefore exhorts readers to generate products worthy of criticism, and as an example, he praises heretics, who challenge the status quo. Heretics take risks to empower their tribe and live authentically. The power of belief plays a crucial role in unshackling a person from their fear.

Godin shifts gears to address the question of ego—and how much ego should play a role in leadership. He brings up two individuals—renowned chef David Chang and Buddhist nun Pema Chodron—as examples of tribal leaders who eschew egoism. Their bravery lies in selflessness, in convictions that put the cause first, and as a result they garner mass attention and devotion. Exemplary leaders don’t necessarily require attention, but they use it to invigorate their tribe. Bad leaders squander attention by inflating their egos. Great leaders also speak to their group members with poise and personability to inspire them. Inspiration comes in many forms and has no concrete formula, but the results speak for themselves.

Among a leader’s first tasks is to “tighten” the tribe, which can have exponential effects as people are more likely to coordinate and communicate with each other. Steve Jobs exemplifies this skill. He ritualized product announcements and maintained secrecy about new designs so that, with the aid of online platforms, fans began conceptualizing designs based on rumors. This created a community of speculation, bound together by intense curiosity. While reinforcing ties can be as simple as introducing the right people to each other, it can also be aided by technology. Social media and online platforms facilitate instantaneous communication and discussion. Online accessibility allows an unprecedented number of people to share ideas—and if those ideas are valuable, then they spread. Organizations can use specialized platforms to accomplish internal goals; Facebook, Twitter, and Basecamp all have distinct formats that help leaders and members share information.

Because leadership is challenging, many people avoid it, but this makes it a scarce resource. Godin urges readers to lean into this discomfort because that is where opportunities lie. A tight tribe is not made up of unthinking followers but rather members who display awareness and “microleadership.” These qualities are also important for the “face” of the tribe because it’s this face that will attract more tribe members.

Many groups become static with unmet potential, but these entities need only a leader to generate momentum so the group can become a tribe. In 2008, Godin conducted an experiment by inviting 130 students to a paid summer internship and setting up a Facebook group for them to interact. Only about half of the students took leadership roles and incited discussion, and not all the participants engaged. Godin reflects, “My leadership of the internship application process involved setting the stage and stepping back, not pushing at every step along the way” (33). He distinguishes between backing off and doing nothing; the former allows leaders within a group to fill vacuums of potential, while the latter has no effect. Godin also briefly notes that participation is not the same as leadership: You can simply show up to a function, join a Facebook group, or apply to a job—but these efforts do little to galvanize a tribe.

The author moves on to two more tribal portraits: CrossFit and patientslikeme.com. CrossFit is a growing fitness tribe who completes timed workouts and posts their results online. Participants are encouraged to share personal records, thus building camaraderie, fostering healthy competition, and drawing in new recruits. Similarly, patientslikeme.com gives a platform to thousands of people who share medical conditions; users share anecdotal treatments and create a valuable database. Users share not only stories but sympathy and consolation. Both tribes are led by innovators who created an environment for people to step up. Godin also stops to briefly address the power of niche interests, using a Seattle food blog as an example of a specialized medium that conveys infectious passion. These bloggers communicate with such authenticity that it simulates the fanbase, inevitably turns away those not interested, and attracts a select few.

Godin delineates the differences between fundamentalists and curious people. A fundamentalist will gauge whether to investigate something based on its relevance to their belief; a curious person explores first, then decides whether to accept or repudiate a fact. Questioning things is integral to leading and being a member of a tribe, it drives discovery. Although people are sometimes punished for curiosity, the alternative is ignorance.

There is also the question of whether a leader chooses their tribe or their tribe chooses them. Godin suggests the latter: “Through your actions as a leader, you attract a tribe that wants to follow you. That tribe has a worldview that matches the message you’re sending” (37). This group does not need to be everyone or even a majority of the populace; in fact, trying to persuade everyone may lead to failure. Eventually those with matching views will flock to an effective leader. It is easier to gain followers who are already like-minded rather than attempt to convert people.

The author then addresses tribal size, especially as it relates to the misconception that bigger is better. The ideal size of a tribe depends on the tribe’s motivations. Godin uses a school class as an example; smaller classes tend to do better. Moreover, the size of a tribe is irrelevant compared to the individual members’ commitment to the tribe: Even the smallest group can prove effective if its constituents are connected of their own free will, while a large tribe with apathetic members will be fruitless Thus, leaders should never attempt to cast a wide net with a diluted message but gain actuated individuals who relate to the cause. The phrase “bigger is better” can be true for some organizations, like political parties or Facebook, but another tribe’s popularity may hinge on its exclusivity, or it may benefit from a “come one come all” policy. Godin celebrates individualism by stating, “Almost all the growth that’s available to you exists when you aren’t like most people and when you work hard to appeal to folks who aren’t most people” (39); in other words, it’s no use trying to grow your tribe by trying to appeal to the majority. Instead, focus on others who, like you, are different.

This idea of divergence flows into the next section, where the author reasserts the importance of heresy, i.e., challenging the state of affairs. Godin believes being counterculture can be profitable and enjoyable. While dissidents and nonconformists once faced harsh punishments, now they are celebrated and lead successful companies. The attribute most pivotal to heretical trailblazing is belief. There is no set formula or guru to consult. Godin stresses, “Change isn’t made by asking permission. Change is made by asking forgiveness, later” (40). He believes the only thing stopping readers from changing history and shaking up stagnant industries is their lack of faith. Industry authorities resist change by making examples of heretics. However, Godin sees an increase in these rebels, and they will soon be irrepressible. He urges the reader to join the heretics and become a leader.