Tribal Leadership Summary

Why do some workplaces thrive while others falter? The key lies not just in the individuals, but in the collective tribal culture they create.

1. Workplaces Operate as Tribes

Workplaces are inherently structured as tribes. A tribe is a group of 20 to 150 people bonded by social connection and a shared purpose. These smaller groups exist even within larger organizations. For tribes to function effectively, members interact and collaborate regularly, as collective effort is necessary to tackle large-scale goals.

Tribes rely on a diversity of roles to succeed. Just as a town needs both a police officer and a librarian to operate smoothly, workplace tribes function when members contribute different skills toward shared objectives. Each member’s individual role is vital to achieving the overall mission.

Humans have historically relied on tribes for survival, and the workplace is no different. Whether it’s publishing a book, launching a product, or creating a cure, no individual can achieve such ambitions alone. Tribes are what give modern workplaces the collaborative backbone to succeed.

Examples

• A product launch at a tech company involves developers, marketers, and managers, each playing distinct roles.
• Medieval cathedrals required architects, masons, and artists working as a tribe to achieve monumental construction.
• Research teams designing new medicine rely on scientists and administrative staff collaborating as a modern-day tribe.

2. Culture Defines Tribal Success

The success of a tribe is determined by its culture. This culture includes shared mindsets, attitudes, and behaviors among members. Tribal culture is both an outcome and an influence, shaping how effective a group becomes over time.

This reciprocity is evident in how new members adapt to their tribe’s culture. If a team prioritizes hard work and support, individual employees will rise to meet these standards. Conversely, a lax or apathetic culture can lead even high-performing individuals to disengage. The culture molds members just as members shape the culture.

Workplace tribes are distinct in size and autonomy. A tribe is bigger than a team but smaller than an entire company. It fills a critical gap by setting the tone for daily collaboration and employee productivity. Understanding and nurturing these cultural layers is central to building better workplaces.

Examples

• An ambitious programmer in a laid-back office may eventually stop exceeding expectations.
• A formerly apathetic team member in a motivated, caring group might slowly adopt a proactive attitude.
• A startup tribe that emphasizes curiosity sees employees naturally pushing creative boundaries.

3. Stage One: Hostility Kills Productivity

The lowest tribal culture, Stage One, is marked by hostility and negativity. In this stage, individuals believe life is harsh and unfair and often act out in destructive ways. Such environments make collaboration and trust nearly impossible.

Stage One cultures closely resemble chaotic, self-serving groups like the mafia, where members act in personal interest even at the expense of the collective. This kind of environment is rare in workplaces but common in wider society, especially among marginalized communities with few opportunities for upward mobility.

Employees in Stage One are disengaged and unlikely to commit to a company's mission. Businesses hiring staff with this mindset may struggle with high turnover, lack of productivity, and fractured group dynamics.

Examples

• The mafia, where members prioritize survival over collaboration, exemplifies Stage One dynamics.
• A toxic office with constant blame-shifting hinders both team cooperation and growth.
• Children in underprivileged circumstances stealing out of necessity can mirror Stage One thinking.

4. Stage Two: Apathy Breeds Complacency

Stage Two cultures are characterized by apathy. People here feel their specific circumstances are unfair, which stifles ambition and creativity. The prevalent attitude is, "My life is terrible," leading employees to avoid responsibility.

This stage often prevails in bureaucratic settings with repetitive tasks. Employees at this level do the bare minimum required and blame external factors—like uninspiring managers or rigid systems—for their lack of engagement. These workplaces fail to foster innovation or inspire loyalty.

At least 25% of American workplaces operate in Stage Two. Leaders must work proactively to address this culture by encouraging individual agency and larger purpose.

Examples

• A disengaged government office worker who only does what’s required shows Stage Two attitudes.
• Call center employees claiming they’re stuck due to unsupportive management illustrates this dynamic.
• Workers in cubicles performing repetitive tasks often show signs of Stage Two thinking.

5. Stage Three: "Me First" Hinders Collaboration

At Stage Three, individuals are motivated by ego and personal gain. Forty-eight percent of American workplaces fall into this stage, making it the most common cultural level. Competitive colleagues form limited, one-on-one relationships based on what they can personally gain.

The culture creates silos: individuals focus solely on excelling in their roles but fail to engage in collaboration. This mindset is isolating and overlooks the benefits of teamwork. While members may achieve individual success, the lack of cooperation undermines larger group goals.

Stage Three cultures stagnate because meaningful innovation requires input and support from more than just one person. Without collaboration, achieving transformative goals becomes insurmountable.

Examples

• A doctor refusing to work with nurses due to perceived superiority disrupts the flow of care.
• Sales professionals competing for bonuses are unlikely to share valuable strategies with colleagues.
• A researcher avoiding input from peers struggles to bring bold discoveries to life.

6. Stage Four: Shared Values Drive Success

In Stage Four cultures, tribes unite around common goals and values, leaving individual egos behind. Members work collectively and form triads—three-way relationships that build stronger, more connected networks.

These tribes thrive by fostering collaboration. Leaders shape shared missions, ensuring company values guide all decisions. For instance, at Amgen, the CEO directly involved employees in crafting a shared set of guiding principles, ensuring internal alignment.

The results are remarkable. In Stage Four, businesses become top-choice employers and achieve long-term success, as employees prioritize making a difference over personal ambition.

Examples

• Amgen created a thriving culture by uniting employees around shared values.
• Griffin Hospital redesigned patient care through inclusive collaboration, earning recognition as a top workplace.
• IDEO's joint brainstorming sessions with hospital staff revealed improvements that transcended default design plans.

7. Stage Five: Purpose Transcends Profits

Stage Five represents the ultimate workplace culture, where members feel inspired by a shared vision, almost as though it’s a higher calling. This deep commitment fosters extraordinary breakthroughs and creativity.

At Stage Five, tribes aren’t distracted by competition. Instead, their focus is entirely on their shared purpose. For example, Amgen's goal of defeating diseases like cancer became more motivating than financial success, leading to ground-breaking innovations.

However, Stage Five is rare and fleeting. It often appears in bursts following significant achievements and can be difficult to sustain.

Examples

• Engineers at Amgen celebrated defeating diseases instead of focusing on sales figures.
• A cutting-edge nonprofit like SpaceX seeks technology that benefits humanity’s future, not just market gains.
• Stage Five innovation is mirrored in missions like eradicating global polio.

8. The Tribal Leader's Role

Tribal leaders play a vital role in evolving a tribe’s culture to its next stage. These individuals initiate changes that challenge existing norms and encourage higher levels of cooperation and vision.

Even without formal authority, strong tribal leaders influence colleagues through consistent values and actions. For example, the leaders at Griffin Hospital consulted employees on hospital initiatives, fostering a sense of trust and collaboration and transforming its workplace culture.

By empowering others, leaders elevate the whole tribe, ensuring not only workplace productivity but also employee fulfillment and morale.

Examples

• Griffin Hospital leaders involved staff in decision-making, moving from Stage Two apathy to Stage Four unity.
• Progressive tribal leaders work to uproot cultural stagnation preventing real progress.
• CB Richard Ellis executives encourage triads to build relationships between diverse stakeholders.

9. Incremental Progress is Key

Changing a tribe’s culture cannot happen overnight. Tribes must steadily progress from one stage to the next, as skipping steps risks instability. A leader must master each cultural stage before advancing.

This measured approach strengthens resilience. For example, Griffin Hospital staff first gained personal purpose (Stage Three) before uniting for shared collective goals (Stage Four). Progression solidifies at each stage, ensuring the tribe holds together during challenges.

Tribal leaders must identify and implement strategies—like fostering collaboration through triads or encouraging personal accountability—tailored to each stage.

Examples

• Before uniting for patient care, Griffin staff first secured individual alignment.
• Moving Stage Two employees to Stage Three involves encouraging personal growth initiatives.
• Stage Four tribes evolve by elevating teamwork and finding purpose beyond individual goals.

Takeaways

1. Build stronger ties by fostering three-way relationships, or triads, that increase collaboration and connectedness.
2. Start cultural transformation slowly, progressing through stages step by step to create stability and lasting change.
3. Regularly remind employees of shared values and missions to align individual purpose toward collective outcomes.