Inventor. Innovator. Visionary. Rebel. Icon. Oh yes, let’s not forget Micro-Manager of micro-managers. All of these are labels I’ve heard used to describe the genius that was Steve Jobs. Sure, Steve Jobs probably wasn’t a treat to work for 24/7, and he absolutely had a “particular” way of wanting things done. There is no question about that. With that said, he accomplished what no one before him ever has and quite likely what no one else ever could or will again. Steve Jobs was all but walked out of Apple – a company he envisioned and co-founded and truly loved to his core – at a time when its demise seemed likely. Since returning to the company years later when its total demise was all but imminent though, he rebuilt Apple into being one of the most successful businesses to ever exist – in America and throughout the world. 

Steve Jobs did so much more for our planet than simply invent cool new technologies though. Yes, he revolutionized what personal computing is. From products like the original Mac to the much newer iPad that was introduced to the world just last year, that’s a given! Beyond being a pure technology zealot though, Steve Jobs transformed the entertainment industry – first from his purchase of Pixar from George Lucas which offered him a platform for taking animated motion pictures to the next level (and then some!) with great films like Toy Story, Monsters, Inc., and Finding Nemo and then with the introduction of iTunes and the iPod which completely reinvented the way people experience music around the world.

Beyond these product inventions though, Steve Jobs also transformed the fundamental customer experience. Where hardware companies like Gateway clearly failed in the retail market, Steve Jobs ignored the cynics and followed his gut in establishing the Apple store. It has been such a huge success on so many levels that even Jim Cramer of NBC’s Mad Money has likened Steve Jobs to Sam Walton – arguably one of the greatest retailers to ever live. Not bad company to keep for a man who has also been compared to inventor leaders like Henry Ford and Thomas Edison and clearly left his mark on not only the Silicon Valley in his surrounding Northern California but also the high-technology industry more broadly around the world.

Steve Jobs made such a profound impact on the world that not a newsletter has come out this past week that hasn’t honored him. In fact, even the Senior Rabbi of my temple cited one of Steve Jobs’ recent Stanford commencement speeches in his sermon on Yom Kippur! I suppose we all could offer recognition and accolades till the cows come home, and we still wouldn’t come close to honoring all of Steve Jobs’ contributions that will likely change our lives forever. That still doesn’t explain why I personally – someone who never met him or even worked with him – was literally in tears over his loss when it was first announced last Wednesday. I suppose it’s because Steve Jobs personifies one of the most successful entrepreneurs of all time. Beyond that, Steve Jobs has clearly demonstrated – straight from his garage no less! – how with unwavering perseverance and steadfast conviction to one’s dreams anything is possible. Anything!

Well since this eve of Steve Jobs’ passing last week, all of us at Plus Delta Consulting have promised to never forget this valuable lesson. Believe in oneself and steadfastly pursue your passions, and anything is possible – even when those customers you aim to serve don’t even recognize the want or need that you perceive they have. What are you going to do to honor the gift that Steve Jobs has given us all? How will you keep Steve Jobs’ contributions present in your life long after he’s gone? Give us a call at +1.310.589.4600 (or 866.757.3582 within the US) or email us at info@plusdelta.net to share your intentions for keeping Steve Jobs’ legacy alive. For now, we simply offer you the following two books that clearly tell the tale of this American icon and one of the greatest leaders of all time.

• All About Steve: The Story of Steve Jobs and Apple from the Pages of Fortune
• The Steve Jobs Way: ILeadership for a New Generation

 Rest in peace Steve Jobs. Rest in peace. 

When I was in college, my mother taught me the important lesson of always putting a smile on my face whenever I was in a job interview. Since then, I’ve always tried to parlay that into an effective approach when meeting a client for a first time or when presenting to a large group. If I’m smiling, then I’m more likely to be in a good mood. If I’m in a good mood, I’m more likely to be present in my conversations and not be thrown off balance by an unexpected curve ball or even a more critical jab. This still is a pretty introspective and self-centered way of being though. A couple years ago, I got into an elevator with Alice Cooper. Yes, that Alice Cooper! It was early on a Sunday morning, and I was checking out of the Sheraton Universal hotel. At first, I noticed him not because of the dark make-up he was wearing as if he was still on stage but because he was cowering in the back left corner as if trying to hide. It only took me a second to realize it was him, and being the rebel-rouser I am from time to time I figured I’d try something new. Usually when I get into elevators, I do the socially-accepted thing and stand quietly eyes forward. This time, I turned to Mr. Cooper, smiled, and said, “Morning!” I know. Sounds pretty pathetic to me too now that I’m reliving the tale. The funny thing was he looked at me in dismay, seemingly assuming I was about to ask for his autograph. I did not. I did ratchet it up a notch though.

As Mr. Cooper exited the elevator ahead of me, I then said, “Have a great day!” That time, I got him! He turned, looked me in the eye for a split second, and then he smiled and turned away… In that moment, I changed Mr. Cooper’s experience of others –at least temporarily until the next celebrity-gawker he ran into asked him for an autograph. More than that, I realized the tremendous power of leaving someone else smiling rather than just putting that smile on myself.

Inevitably, knowing that I’ve left another smiling leaves me smiling too. It’s contagious! When I leave someone else smiling, it actually boosts my spirits and makes me feel better too – which of course then leaves me smiling… The difference is that by creating that positive emotional reaction in them, they too will be left in a better state.

I suppose it’s the sign of a good leader. Or maybe a good customer service representative, which ultimately is what I am –maybe what we all are intended to be. To care for others, to put their needs above our own, and to make sure that what we do does in fact satisfy those needs. I know I strive to be that for my children. I definitely strive to be that for my clients and alliance partners and others on my team. It’s similar to one of the core tenets of one of our clients – to create “sacred encounters”. In every interaction, in every conversation, to leave the other person better off for having been with you.

Sure, sounds great for an award-winning Catholic health system. Leaving people better off for knowing and having interacted with me actually is an honor and privilege for me too! Whether I’m explicitly acknowledged for it or not, I prefer to put good karma out into the world. I trust it serves me well, and will serve those around me. And when done consistently over time, it does in fact have them coming back for more.

Many might say it’s just a sign of the times and ask, “Is it really appropriate to take a break at this point in time?” Unemployment has soared to astronomical heights in recent past, and many (Americans at least) are still struggling just to hang on to their jobs to avoid bank foreclosures on their homes. Some economists report that the economy is showing signs of recovery, but it’s going to be quite some time before those signs have a significant impact on the world around us.

Regardless of the economy, I always feel like I need to be available to my clients, to my team, to my business all the time. Most senior leaders in organizations seem to feel the same way so it can’t just be because I’m an entrepreneur and small business owner. Actually, it’s a rare breed these days (at least in the US as opposed to places like Western Europe that all but shut down in the month of August) that recognizes the inherent need to take a break. It’s one of the best ways to gain an appreciation for our work. It’s one of the best ways to create some fresh perspectives on how we work.

I all but stopped reading after completing my dissertation more than 10 years ago. And while it was a challenge for me to get away from my email and turn off my PC during a family vacation last month (yes, I had GoGo Inflight internet access!), I read an entire Patrick Lencioni book in 1 flight from Los Angeles to Orlando with my kids. It was a great experience for all of us to be reading together. And it has given me a new way of looking at my work as a consultant simply from reading.

Caring for oneself has long been proven to be a critical cultural element needed for an organization to succeed. So as managers, we have to demonstrate a sincere set of values that focus on not just corporate objectives but also the health and well-being of our employees. Our intense focus on managing the crisis of the day near-term often gets in the way of our ability to consider our longer-term needs though. So how do we build this “rhythm” of work and recharging into the fabric of our organizational lives? How do we instill new values into our organizations such that rest and relaxation simply becomes part of our jobs and not a luxury that nobody can afford to take?

Many have already begun responding to these questions in a LinkedIn Future of OD group discussion. One member cited the importance of taking a break by quoting Margaret Wheatley: “‘The future materializes from the actions, values, and beliefs we’re practicing now. We’re creating the future every day by what we choose to do.’” Organizational values must be prioritized and set at the top and then reinforced by consistent management practices if they are to last.

Please share your thoughts about how you are successfully prioritizing recharging in your organization with us here and check out the group discussion on LinkedIn (http://bit.ly/futureOD) for more. It may just prove to be the best break you’ve ever taken!

For the last 10+ years I’ve been managing client relationships and selling Change Management consulting and training solutions to organizations that want to adopt a common approach to manage change.   It continues to fascinate me that despite the increased focus and discipline applied in this field, implementation efforts continue to fail because of human factors.  Organizational Change Management as an industry has existed for 40 years if not longer.  Over the past 10-15 years it has become increasingly more common for large organizations to recognize the need to manage the human issues when implementing large-scale change (i.e. ERP or technology implementations, mergers and acquisitions, culture change, reengineering or business process change, downsizing, organization redesign, or any project that involves changing the way people do their jobs).   Much has been written about why implementation efforts fail.  Statistics continue to illustrate that approximately 80% of change efforts fail to meet budget, target dates, or key objectives. It is also well documented that the highest risk of implementation failure is on the human side, and not with the technology.  Many Fortune 500 organizations today understand that by applying a structured approach or framework to manage the human side, the chance of a successful project will substantially increase.  Then why aren’t we learning from our past mistakes?

Change Agents assigned to projects are generally viewed as being responsible for completing the change management tasks.  Often they are seen as the experts.  Plus, it’s “their job”!  This does not mean, however, that the rest of the organization is exempt from change management responsibility.   Organizations will often inaccurately assume that it’s primarily the job of the Change Agent to “do the change management stuff”.  Then when the tasks are completed and the “boxes are all checked”, the organization will magically transform into being 100% committed to the change.   This flawed thinking can lead to underestimating the levels of resistance that exist, and ultimately a failed project.  If you’re old enough you may remember the quality efforts back in the early ‘90s. Organizations would frequently hire a Quality Manager with the false belief that this one individual could solve the quality issues that existed within the organization. We now know that everyone impacted by quality improvement needs to be on board and held accountable, and the same holds true for Change Management.

Adopting a structured change management approach, and being successful in doing so, requires the engagement of a larger audience than just the core project team or a handful of  Change Agents.  True accountability for project success resides with both the Leaders and Change Agents responsible for the implementation.   However, the Leaders and Change Agents should first be educated on their roles and what is required of them to actively and effectively lead this process.  Additionally, resources that reside in the business areas where the deployment of the system will occur must also be assigned as key Leaders and Change Agents on the project.

Below are five steps that an organization can take to avoid repeating the same implementation mistakes of the past:

1. Educate the project team and broader leadership team on the Change Management framework or methodology being applied to manage the human side. This will create a common language and a common understanding of the approach, as well as a clear and consistent understanding of the roles on the project.   Leaders need to understand what they need to say and do in order to lead a successful implementation.  By educating a broader audience, individuals also will learn a repeatable process that can be used on future implementations.
2. Create an implementation “role map” which identifies Leaders, Change Agents, and Users impacted by the change. Pay particular attention to where the Leaders reside in the business areas and if any ‘gaps’ exist where project commitment may be weak, thus requiring additional attention or resources to lead the change.
3. Key Leaders must be open to Change Agent feedback on how to be better sponsors of the project. Change Agents are closest to the project issues, and they need to have an open dialog with key Leaders, along with a mutually-trusting relationship.  When Leaders are kept informed, they can then take the necessary steps to resolve implementation issues before or as they occur.
4. Don’t underestimate the level of resistance that may exist. Resistance should be surfaced and not suppressed or ignored.  Communication should be two-way and include feedback loops whenever possible, encouraging involvement and communication from affected employees and end users.  The goal of the communication plan should be to drive behavior change and surface resistance, and not just to communicate information.
5. The Change Management framework should have a heavy emphasis on reinforcing behavior change. Change Agents will need to ensure that Leaders are effectively rewarding desired behaviors as well as discouraging old behaviors.  It’s the role of the Leader to apply reinforcements, both to reward people for the behaviors that are consistent with the change, as well as to discourage them from falling back to the old way of doing things.  Reinforced behavior change is a key component to sustaining the change and achieving project ROI, and it’s the role of the Leaders to apply these reinforcements.

In conclusion, if we were to look at the items above collectively, it is my belief that the primary reason organizations aren’t learning from failed implementations has to do with the lack of leadership commitment.  If leadership commitment plays a primary role in project success, then do you believe the problem is caused by a lack of willingness to change on the part of the leadership team or a lack of knowledge, not possessing the skills or demonstrating the required behaviors to sustain the change?   What do you think?

As Gandhi said, “We must be the change we wish to see in the world.”  This must be applied to organizations as well as the Leaders that run them.

Whether it’s a skater or skier or snowboarder or other, everyone who won a Gold Medal in Vancouver recently is a role model for us all. Practice, patience, persistence, and passion – the 4 P’s of Olympic Gold – are likely mantras for all these winners. Shaun White, in particular, is a true living example of exactly what every senior executive and business leader should be focused on creating in their organizations – not because he won gold on the half pipe, but because he won gold after winning gold on the half pipe!

That’s right.  Shaun White was standing at the top of his second and final run when the results came in, and he found out that he already won the gold medal without even completing his last run. In that very moment, he had a choice- walk down the mountain a victor with snowboard in hand or deliver what he came to deliver for the crowd. After a 2-minute pep talk with his coaches that seemed to last forever, he did exactly that. Deliver!

Shaun White was not just in it to win it. He was in it to bring it! Winning the gold almost seemed to be an unnecessary bonus for him as he stuck the landing on his final trick. Click on the following video to watch this incredible “double gold” performance.

Link to NBC Footage of Shaun White’s 2010 Olympic Performance

So what can we learn from Shaun White and all the other Olympic Gold Medalists this year?  The following 4 P’s of Olympic Gold are critical for anyone to be successful in fulfilling their dreams and achieving their objectives in today’s fiercely competitive business marketplace:

1. Patience – Gold medal performances don’t come overnight. Be patient and remain focused on your end goal.
2. Persistence – As a follow-up to #1, success requires long-term and unwavering commitment. Don’t give up even if you hit a few road bumps along the way.
3. Practice – Practice, practice, practice… Gold medals only come from taking risks, reaching beyond your comfort zone, and learning new skills over time.
4. Passion – And finally, passion! As Jim Collins writes in his best-seller Good To Great, you can achieve anything you set your mind to if you are passionate about it. Without passion, you are far more likely to throw in the towel on the 1^st 3 P’s before you achieve your objectives.

If you are interested in engaging in a powerful and stimulating conversation about how best to groom the next generation of Gold Medalists in your organization, join us and the OD in LA MeetUp group next Tuesday, March 23^rd at 6:30pm. Plus Delta’s President and CEO Samantha and Jeremy Lurey will be hosting a World Café forum to discuss this very subject with some of LA’s finest organizational consultants. Click here for more info.

Should the profession of Organization Development (OD) require professional certification or licensing for practitioners to practice?

As we look to the future of OD, some questions come to mind :

-  Should anyone wanting to “hang out a shingle” as an OD practitioner be allowed to do so?

-  Should there be minimum educational requirements?  If so, what should they be?

-  Should OD practitioners be licensed through a formal licensing or certification process?

-  How would a governing body for licensing or certification be “selected”?

-  What risks to the OD profession are posed if licensing or certification is required?

-  How do you market your practice to differentiate and distinguish yourself?

Having practiced in the field for 30 years, now, I have seen OD grow to encompass a broad range of “specialty” areas beyond its origins in the area of “group dynamics”, “human relations research”, and “action research” back in the 1940’s and 50’s.  (See the Wikipedia article on OD here). Over the past nearly 60 years, the field of OD has grown and expanded to include a multitude of “sub-disciplines”, including organization design, change management, executive coaching and development, team building, appreciative inquiry (AI), future search, systems theory, employee engagement, organizational culture/climate, employee surveys, performance improvement, process improvement, strategic planning–the list goes on and on.

As with any field – whether it be medicine, law, chemistry, biology, engineering, etc. – this trend toward increased specialization affords exciting opportunities for people practicing in these fields to deepen their skills and knowledge in areas that are valued by society.  Just as deepening the field of medicine in, say, the specialization of oncology, can lead to new and more effective treatments for cancer, so can deepening the field of OD in, say, the specialization of organization design, can lead to new and more effective organizational forms.

But imagine that you are a potential client for a project that requires you to hire an OD consultant, and that project is going to cost your business $500K for the next 6 months.  You put out a request for proposal (RFP) stating your requirements, wait for the proposals to come in, and then interview the top finalists.  How do you, the somewhat uninformed client, know how to identify the right consultant or consulting firm?  They all claim to be OD consultants.  They all claim to have the right experience.  Each one of them tells you a different story about your problem, one saying that it’s a “performance management” problem, another saying that it’s a “reengineering problem”, and yet another saying that your executive team needs team-building or executive coaching.  How do you, as a client, know how to sort through the inevitable “BS” and make an informed buying decision?

Now, imagine that you’re the OD consultant!  How do you avoid being a “Johnny-one-note” with a “pet solution” designed to fit every problem?  (In other words, a hammer in search of a nail!)  Or how do you differentiate yourself from “OD wannabees” who have had little to no formal education or training in OD without sounding arrogant or prideful?  Or how do you market yourself so that you demonstrate depth in key (hopefully marketable) areas, without becoming so narrowly specialized that you miss out on potentially interesting and profitable consulting opportunities?

Paradigm shifts aside, for now let’s consider the future of OD as a cohesive “field”: OD “purists” and those who teach in academic institutions continually emphasize the need for empirical research and scientific methods in the field of OD to establish the validity of OD interventions and give the profession its due credibility in the business world.  But as a seasoned OD practitioner, how often are you asked for scientific evidence for your recommendations, or for the statistical validation of the efficacy of your group facilitation techniques?  I would imagine, however, that you have been asked to share specific examples of where your efforts have led to measurable improvements in business results and/or increased employee engagement. I am eager to hear from other professionals and engage in a debate on these matters!

(We encourage public comments! Private comments may be sent to Chagen_at_PlusDelta_dot_net)

Here is an excerpt of a recent discussion about the Best Recognition and Rewards Programs for the Post-Recession Economy:

[Jeremy Lurey]: A couple weeks ago, I facilitated a great session with a local NHRA (National Human Resources Association) chapter. The topic was Recognition and Rewards programs, and we used a World Cafe (see www.theworldcafe.com) format to bring everyone – and their richly diverse perspectives – into the room. During the World Cafe rounds, groups were asked the following 3 questions:

1. What are the top three MONETARY recognition and rewards approaches that you use in your company?
2. What are the top three NON-MONETARY recognition and rewards approaches that you use in your company?
3. What are the underlying assumptions of your recognition and rewards system, and does the absence of receiving a reward equate to PUNISHMENT?

Provided below are some of the key themes that emerged from the group. I’m curious if this is in line with your experiences or if you have other “best programs” you would recommend.

- MONETARY programs included spot bonuses, spot awards of all denominations, sales incentives, and structured commissions for sales people. Some of the best suggestions actually included having the program guidelines approved by management but then having the awards themselves appointed by others without management intervention.

- NON-MONETARY programs included everything from hand-written Thank You cards from senior leadership to deserving employees to more visible Employee of the Month/Year awards to more individualized service pins and other tokens of recognition, including honorary parking spots. Some of the best recommendations were actually based on assigning special project tasks (i.e., Tiger Team assignments) to people to recognize their abilities and unique contributions.

- Some of the final thoughts about PUNISHMENT may have been most interesting of all. A significant number of participants remarked on how many rewards were removed in 2009 due to the economy and how this simple act of cost-cutting was experienced by many as punishment. So the resounding recommendation of the group was to not implement something that may not be sustainable, because any improvements in organizational culture and performance that may have been gained initially surely would be lost – and then some! – as soon as those rewards were taken away.

[Future of OD Member]: This sound[s] like it would have been [a] fascinating meeting. I couldn’t agree more with the final comments. Once the bar has been set, anything that lowers the bar is experienced as either punishment or taking something away. We create the expectation of recognition when we initiate a recognition program. If we, for any reason, have to stop that program, we then fail to meet the expectations that we have created. This gives us a very fine line to walk, but it’s worth it if we can find our way.

[Jeremy Lurey]: Thanks (Member). It really was a great meeting. Not often, we as professionals get a chance to focus on knowledge transfer and learning in this type of intimate group forum. And the ideas that came out of the discussion were powerful and tremendously rich. Everyone very much agreed with what you just described which is the basic tenet of “Don’t do it if you aren’t serious long-term” and “Fight to keep it once it’s already in place.”

So what are your thoughts about recognition and rewards for the post-recession economy? As you can see, we are blogging about a discussion that is now taking place online even though it originally formed from the ideas discussed in a separate in-person group. Help us continue the conversation here via this communication media by commenting below. Or better yet, take an excerpt of this blog post and start another discussion in yet another form. We welcome it!

Due to the popular demand we received from our clients last month, we are extending our New Year’s offer for FREE 360-Degree Leadership Excellence Surveys for anyone who starts a new Executive Coaching program. Plus Delta’s coaching programs range from 6 months of rigorous support to help you and your senior leaders develop the skills you need to ensure the success of your organization to our much more targeted “Quickstart” program. Either way, Plus Delta’s talented executive coaches will help you leverage the tools and insights you need to bridge the gap between more traditional managerial roles and your new responsibilities as business leaders in this post-recession economy. And to make sure these programs deliver long-term sustainable results, we’ll include not only a FREE 360-Degree Leadership Excellence Survey but also a one-year subscription to ThinkBox – one of the most powerful online, on-demand learning and development resources around today – with every program.

Interested in learning more? Ready to invest in yourself and invest in your leaders? With Plus Delta’s Executive Coaching programs, you can improve the performance of an individual leader or an entire executive team. Give us a call at 866.PLS.DLTA (757-3582) or send an email to info@plusdelta.net and get started today. Believe it or not, our Quickstart programs begin at just $1950 per leader, so you don’t want to miss this amazing opportunity!

Thank you,

Plus Delta Consulting Team

Click here for larger video, a full transcript, discussions, and extra information. This link will be provided again at the end of this entry.

Have you ever considered the possibility that the language we use in organizations can have a direct impact on the experience of an individual worker or larger group? How many times have you seen individuals or work groups that seem to exude a culture that undermines either their own stated goals or those of the organization as a whole? In what ways do they speak of themselves, their co-workers, and the work itself, and how has this correlated with their success?

Alternatively, have you seen individuals or groups within organizations that seem to “get it?” How do they speak about themselves and others, and what culture tends to form around them and spread to other parts of a larger organization?

Tribal Leadership, written by Dave Logan, John King, and Halee Fischer-Wright, provides a framework from which to understand the various “tribes” in an organization and the cultural stages in which they reside. One of their goals is to educate leaders on how to take a tribe (or set of tribes, if in a larger organization) from one cultural stage to the next, until they align around core values and a noble cause. This is achieved both through providing specific coaching tips and through addressing how a leader and an employee can speak about themselves and others.

In the video above, Dave Logan discusses the various cultural stages. Does the following expression sound familiar? “I’m great… and you’re not” Well, in Dave’s “cultural stage” model that’s a classic “stage 3” cultural expression that often leads to people attempting to outperform one another. And while healthy, good-natured competition in organizations is generally a good thing, unhealthy competition can breed negative consequences.

The authors provide concrete steps to lead groups from stage 3 to stage 4 behaviors that focus on more positive, healthy work relationships, and emphasize a project focus that is bigger than one person can do alone. Substituting “we” language instead of “I” language can have enormous impact. It allows a stage 3 individual to focus on the success of the team. The authors write that “The essence of tribal leadership is building the “we,” and as a person does this, his [or her] influence, respect, and power increase[s].” They also emphasize that a tribal leader’s goal is to find those core values and noble causes that unite the tribe. How many of you have attempted to do this in your own workplace or as a consultant, or witnessed it being done?

If you’re an outside consultant using Appreciative Inquiry or other models that utilize the consultant-as-partner perspective rather than the consultant-as-expert, then you’re already working within a stage 4 culture framework.

Stage 4 can produce extraordinary results. Take a look at the success of Zappos.com! Is it coincidence that they’ve chosen to give away the audio version of Tribal Leadership for free?  Zappos is an organization that has the potential to reach stage 5, and perhaps they have done just that. Stage 5 is exceedingly rare. The authors of Tribal Leadership believe stage 5 is “the future of business,” however it happens in limited bursts in the corporate setting. Its expression is “life is great,” and the people tend to form boundless networks of those who share their dream.

Stage 5 culture provides a level of performance that can make history. Have you seen this up close? It’s characterized by the unlocking of boundless potential and committing to something larger than the group would imagine is possible. We’ve seen it with Olympic teams and the authors’ research has uncovered it at times within business organizations. But they are committed to stabilizing business organizations at level 5!

For a moment let’s think beyond the level of any one organization. Given that we, as human beings, must take decisive collective action toward such complex matters as reducing global climate change and the stabilization of our global economic recovery, can we afford to wait for fleeting moments of stage 5 culture or shall we work toward it now? Recently CNN highlighted individuals who were called “Heroes” for their unwavering commitment to making a difference on this level. They think from Stage 5.

Many of you work with or work inside of large organizations. What are your experiences, both positive and negative, of the culture of your “tribe” or your organization, and what can you see as possible?

Link to video of Dave Logan explaining Tribal Leadership

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