“A tribe is a group of people connected to one another, connected to a leader, and connected to an idea” (p. 1).
“A group need only two things to be a tribe: a shared interest and a way to communicate” (pp. 1,2).
“Human beings can’t help it: we need to belong. One of the most powerful of our survival mechanisms is to be part of a tribe, to contribute to (and take from) a group of like-minded people” (p. 3).
“There’s an explosion of new tools available to help lead the tribes we’re forming….All of it is worthless if you don’t decide to lead” (p. 5).
“Tribes are about faith — about belief in an idea and in a community. And they are grounded in respect and admiration for the leader of the tribe and for the other members as well” (p. 9).
“Heretics are the new leaders. The ones who challenge the status quo, who get out in front of their tribes, who create movements” (p. 11).
“Great leaders create movements by empowering the tribe to communicate. They establish the foundation for people to make connections, as opposed to commanding people to follow them” (p. 23).
“What people are afraid of isn’t failure. It’s blame. Criticism” (p. 46).
“Leadership is scarce because few people are willing to go through the discomfort to lead. This scarcity makes leadership valuable” (p. 55).
“Change isn’t made by asking permission. Change is made by asking forgiveness, later” (p. 70).
“Faith is the unstated component in the work of a leader and I think faith is underrated. Paradoxically, religion is vastly overrated” (p. 79).
“Training a student to be a sheep is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep?” (p. 97).
Leader or Manager
- “Leaders don’t care very much for organizational structure or the official blessing of whatever factory they work for. They use passion and ideas to lead people as opposed to using threats and bureaucracy to manage them” (p. 22).
- “Managers manage by using the authority the factory gives them. You listen to your manager or you lose your job” (p. 22).
- [Leaders are curious persons who explore first and then consider whether or not he/she wants to accept the ramifications] (p. 63).
- [Managers are people who consider whether the fact is acceptable to his religion before he/she explores it] (p. 63).
- [Leaders ask for forgiveness] (p. 70).
- [Managers ask for permission] (p. 70).
- [Leaders have faith] (p. 80).
- [Manages have religion] (p. 80).
- [Leaders respond] (p. 86).
- [Managers react] (p. 86).
- [Leaders do things] (p. 87).
- [Managers have things happen to them] (p. 87).
“The secret of leadership is simple: Do what you believe in. Paint a picture of the future. Go there. People will follow” (p. 108).