Reddit Reddit reviews Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization

We found 8 Reddit comments about Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization. Here are the top ones, ranked by their Reddit score.

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Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization
Tribal Leadership Leveraging Natural Groups to Build a Thriving Organization
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8 Reddit comments about Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization:

u/binary1230 · 7 pointsr/IAmA

Funny story: I've only been around since Mag5, and Nick started at Mag4.

Magfest #1 was started by a guy named Joe Yamine. It was SUPPOSED to be an anime con named (definitely butchering the spelling) OMAKEACON, but they happenned to book the Minibosses, and the rest is history.

After Mag1, Joe (smartly) had enough and was prepared to call it done. Brendan Becker, who was an attendee, grabbed a chunk of money and Eli Courtwright, and would not let it die. Magfest 2 through approximately 9 were run by Brendan, Eli is still with us to this day.

I attended Magfest 5 after (bizzarely) submitting a patch to the linux kernel (in xpad.c) that fixed Dance Dance REvolution controllers, and telling authors of DDR clones that it was fixed. One of these people was Brendan and that's how I found out about Magfest.

At Mag5 I put out my keyboard in the hallway and left it there, finding people jamming out on it in my absence. At Mag6, Paul Good, who was also running stuff, threw a room at me which we called Jamspace. At Mag7 I was thrown headfirst into music, by Mag9 I had taken on other duties, and at Mag10 when Brendan had to step back, I ended up being the current Sucker In Charge Of Things, which I still do to this day.

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My best advice for starting up new organizations is, PRACTICE. Use anything as an excuse to practice, build your crew. There are forgiving venues like colleges/etc that will give you money to run cool stuff for their students, or bars that would be willing to let you rent the place on an otherwise dead night.

Start small and do it really well. Don't run any bad events, make sure all your attendees and staff walk away thinking it was the best thing ever. Learn lessons incrementally, and then when you have a good grip on the flow and basics, move onto getting crazier. If you ever want to do something in a venue, always start with a hotel (which you can negotiate with, trading hotel room sales for meeting space), and NEVER START IN A CONVENTION CENTER (they are so expensive and out to screw you, especially if you're small).

Starting a non-profit is pretty involved (our process took nearly 2 years, though we're more complicated than most), if you can, maybe try and get involved with an existing one, or look into something called fiscal sponsorship. My advice for starters is to ignore that stuff for now, and just focus on doing some good events. The first few will probably only barely break even, so you don't need to worry about being exempt from taxes or whatever. Just make sure money in > money out, if only by $1.

Find allies. Let them do cool stuff with you and get out of their way.

I like this book here, been re-reading it lately, it maps pretty well to the Magfest organization: http://www.amazon.com/Tribal-Leadership-Leveraging-Thriving-Organization/dp/0061251321 might help you in your travels.

Good luck! The most important thing is persistence, just keep doing it and building that momentum, there's no shortcut.

u/aotar · 7 pointsr/IAmA

Awesome!!! I'd love to meet Tony personally one day too. He's a big deal and really humble for what I've seen/read. Congratulations again for being part of such a great company! Thank you very much for taking the time to read and reply my questions!

About question 2, I was referring to this book. It's in Zappos' library, so you can borrow it anytime. I HIGHLY recommend it.

Basically, someone in Stage 3 thinks "I'm great, you suck", and someone in Stage 4 thinks "We're great, they (the competitors) suck". Someone in stage 3 is cocky, smart-ass and treats everyone else as if they were inferior to him. They also don't see the importance in Core Value #10 :). Is there anyone in Zappos you've seen behaving this way?

Have a great life! :D

u/Onisake · 3 pointsr/scrum

>Problems arising in development for which we have trouble finding or creating a good solution. This may take a few extra hours but in some cases it has taken days to figure some things out, and this is time that is 'unaccounted for' because these tasks have specific hours/points assigned to them.

This is an issue with planning. Things can and do happen, but if they are happening frequently you have an issue with planning.

One thing you can try to do is assign a 'champion' to each ticket during the first discussion. (backlog grooming usually) The champion is responsible for gathering all the needed information and essentially the go-to person for understanding what needs to be completed and all of the dependencies. This person should also work with product to break an epic or story into the appropriate scope and subtasks. If a problem does arise, this is the person responsible for working with relevant stake holders to come up with a potential solution to take to the group.

>Time spent going back and fixing previously-completed components when new components break them. Our app is comprised of many components that work off of each other and sometimes changes to one either break another one or require some further changes to other ones to prevent breakage.

This is another planning issue. if you have to frequently go back and fix stuff that was completed then you didn't accurately capture the dependencies. (or someone else released something without checking your dependencies. still an issue with planning, just maybe not yours)

This is harder to fix. a champion can alleviate this to a degree, but it depends on the nature of the dependency. either way, not enough communication is going on.

>From the UI side, going back and fixing/updating/improving components that were functionally in a completed state. This one doesn't take up much time, but it is still not 'tasked' time.

Then task it. you should be capturing as much of your work on paper as possible.

if UI is outside of your team, it should be accounted for as a dependency the team is responsible for.

Again, not enough communication is going on. UI people should be part of your planning and you should be accounting for this time.

>The biggest problem comes when we have to make changes to multiple components simultaneously because they share functionality or work together, and this appears to cause a delay because 'neither of them are being completed on schedule'.

guess what I'm going to say. :p

sounds like you need to work with your SM to re-establish communication chains. they aren't there.

>We are all talented developers and we know what we are doing, but the seemingly 'results-driven' approach of SCRUM is not making a lot of sense to us right now, and morale is low.

your SM doesn't know what he's doing, sadly. Sounds like a converted PM that hasn't crested the learning curve yet. It sucks that Morale is low. You can do things to help him out and keep morale high. unfortunately this also depends on his willingness to accept the fact he doesn't know what he's doing.

You should really sit down with your SM and talk to him about this. It's his job to remove impediments. low morale is an impediment. how do your retro's go?

One of my favorite stories to tell, is one of the first retro's I was observing. (normally only the team should be present, but we made an exception for training purposes. I was there to observe, not to add) The company I was at was in the middle of a transition to Agile. They weren't prepared to hire dedicated SMs, so we were training within and having volunteers be SMs on teams temporarily.

Anyway, during the course of the retro, the team talked about how the current SM was not meshing well with the team, and wasn't really embodying Agile/Scrum as everyone else understood it. They decided in the Retro that the SM wasn't right for the team, and they needed a new one. So that's what they did, switched SMs right in the middle of the retro.

>Sometimes unexpected and time-consuming shit happens, and tasks cannot be completed 100% in one sitting. It just doesn't make sense to me. Can someone please explain how to handle these scenarios?

This largely depends on the group and the environment. if things are changing as frequently as you say, and they always will, then you should explore other models than Scrum. Specifically lean/kanban is better suited to volatile environments.

Within Scrum, when an event occurs that drastically changes the scope of a sprint you're supposed to bust the sprint. This is, by design, a painful process. you should immediately go into retrospective. talk about what went wrong. go into planning and re-establish baseline. figure out what the team can get done with this new information and restart the iteration.

Again, this is painful by design because it is a last resort. if these events happen frequently, then there's something else going on that needs to be addressed and talked about. mostly because you lose two days every time you bust a sprint. it paints a giant target on you that screams 'we didn't have our crap together. so now we have to go back and get our crap together' and no-one likes that. This is the main mechanism used to 'force' a team to fix their problems. granted, most SMs and most companies don't bust sprints even when things are going very poorly. but this is what scrum has in place for what you described. (so start doing it.)

In reality, Scrum tries to prevent these scenarios by enforcing better habits around planning and commitments. if you're new to scrum, or don't understand it yet, this can be extremely chaotic as Scrum assumes you have certain things already worked out. Scrum training generally does a woefully inadequate job of explaining this. the point is to highlight your main problem areas so you can fix them.

It's doing that very well. you've identified your time sinks. have some problems. Scrum's job is done. now it's your turn. talk about the issues as a team and figure out a solution based on the context of your environment (team/project/company/organization).

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Recommended reading:

Phoenix Project: https://www.amazon.com/Phoenix-Project-DevOps-Helping-Business/dp/0988262509

Crucial Conversations: https://www.amazon.com/Crucial-Conversations-Talking-Stakes-Second/dp/0071771328/

Lean from the Trenches: https://www.amazon.com/Lean-Trenches-Managing-Large-Scale-Projects/dp/1934356859/

When you're ready for something more advanced:

Tribal Leadership: https://www.amazon.com/Tribal-Leadership-Leveraging-Thriving-Organization/dp/0061251321/

Toyota Production System: https://www.amazon.com/Toyota-Production-System-Beyond-Large-Scale/dp/0915299143/

Lean Software Development: https://www.amazon.com/Lean-Software-Development-Agile-Toolkit/dp/0321150783/

Note: This last book is 'advanced' mostly because of price. It's worth it.

u/cliffwarden · 2 pointsr/ITManagers

This might be worth a read. It really opened my eyes to the fact that teams ( just like individuals) can have different levels of development and how to recognize these different stages...

http://www.amazon.com/Tribal-Leadership-Leveraging-Thriving-Organization/dp/0061251321

u/tdobson · 2 pointsr/unitedkingdom

I know this will sound like something you may have tried, but I'd consider taking

Taking friendship beyond social activities? It's hard. It's really hard - and it only gets harder as you get older.

But it's massively possible - and you should try, because it's important.

Since you're highly educated (compared to some), perhaps consider reading up on this area. It's not as crazy as it might sound - psychology and social situations (as much as they're really hard to understand) are pretty well documented, and with some thought and effort, you can massively improve various bits of social skills (it may be hard to introspect and work out what to improve, but perhaps just say "everything" and keep working at it?)

It's not really exactly what you want, but I do recommend reading this book because whilst it may sound irrelevant (and lame?) it's really awesome at helping you understand things like this.

I think I'd suggest that your perception of the problem as 'integration' with the racially English people as just... well, a perception.

My suggestion might be to get involved in some new activities - set yourself some challenges - to do things you've never done before - perhaps try 8 new things in a month? Different activities (ever joined a caving club, taken a cookery class, or learnt to dance salsa, been to yoga?) of course - you probably know this bit really well.

Next try and work out how you can improve the lives of those 'activity partners' - how you can make them happier. Can you offer to teach their children a skill (teach them to code/soldier/codeclub?)? Can you introduce them to some other people they might share interests with? Can you introduce them to another activity that is also fun?

Actually, I said that book might not be relevant - it definitely is. Go read it. :)

Also, if you're ever in sunny (lol!) Manchester feel free to PM me! :D

u/serial_crusher · 1 pointr/changemyview

As somebody who likes playing devil's advocate, and doesn't have all the context:

There's a popular management self-help book called Tribal Leadership. Maybe that's what the "tribal meetings" comment was about? Douchey consultants love that kind of language.

The asian guy in the jungle with a loincloth and big knives seems like a weird stereotype to make with asians. You'd think they'd mention how he was great at math or something. You sure he's not a prepper, survivalist, or other similar outdoor enthusiast? I'm a white dude and my coworkers make those same comments about me.

u/TillWinter · 0 pointsr/europe

My awnser has nothing to do with gun laws and all with the presumption than the US is more prone to violence because of some special minorities. As far as I know, all evidence seams to point to a mix of relationship between persived groups. First how much a group defines oneself as victim of the cultural divergence. This divergence is effected by economical division, religion/worldview, vertical mobility in the "gesellschaft". In that order. Based on the Tribal leadership one could structure all social groups in a system which could explain which has the highest probability to react with violence on persived external forces.

In the US, almost all groups identify as victims of "the system", this manifest in the discussion culture, policeforce/judicial culture, conflicts around recorces and so on. Violence is just an aspect of this intergroup communication.

In Europe culture of integration of diffrent cultural groups is stronger. Germany, italy, the UK, Spain and France are on of the biggest countries in Europe all are worldwide special, because of its integration of diffrent cultural heritages.

u/forseti_ · 0 pointsr/JordanPeterson

I can recommend some books. Don't get irritated by the titles or the covers. These are solid books from people who know what they are writing about.