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.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.Read Less
From an individual's perspective, Godin offers a motivational message: take risks, follow your dreams, ignore detractors, and perhaps you too could change the world. If you aren't happy with what you are doing for a living, Godin urges you to start doing something that makes you happy, this doesn't necessarily mean changing jobs, but taking a different approach to your present job. Much of the book seems to be targeted at people who work for different corporations and organizations as opposed to those free agents who do their own thing, but there is advice for independent writers as well.
While various online applications such as Facebook and Twitter are referred to, Godin's message is that the application being used doesn't matter, those will come and go. It is what people choose to do with the various tools that are out there and how they choose to use those tools to organize and inspire others to join their team and create change.
Publishers Weekly, 2008-08-18 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 2008 Reed Business Information.
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