By far, the best book I have read this year!, 16 Nov 2008
If you want to change the world, or change your bit of it, this is the book for you!

Seth Godin focuses on the role that LEADERSHIP plays in change and makes some powerful observations about the difference between MANAGEMENT and LEADERSHIP. Management is about maintaining stability, about perpetuating the status quo, it is about ensuring that things are done the same way that they have always been done. It is about avoiding change. For managers, change equals risk. Leadership, on the other hand, is about creating change that people can believe in. Leadership doesn't avoid change, it thrives on it. For leaders, change equals opportunity.

The book is incredibly well written. It feels as if every page has been handcrafted. Some many find the lack of chapters disconcerting. For me, it just helped the whole flow of the book. Ironically, it almost reads as a set of blog entries (no surprise for anyone that has read "Small is the new Big" or Seth's blog). I find it amusing that many said that the online world would kill off traditional publishing. Well, here is an example of the online world inspiring traditional publishing!

It is very easy to read. I read it in a couple of sittings and the only thing that slowed me down was the fact I made so many notes in it! I highly recommend it. If you are interested in leadership, then you MUST read this book. You will not be disappointed.

I wish I could think and write like Seth Godin. However, I suspect the only thing we have in common is our initials! Great book. Inspiring reading. Thank you, Seth.


Learn how to become a Tribal Leader, 09 Nov 2008
Tribes is the newest addition to Seth Godin's ongoing work of easily readable ideas on "Changing The World". Godin uses a number of real world examples and a number of short stories to underpin the ideas within Tribes. There is nothing in the book, that many of us don't already know, at least on a subconscious level. In certain situations, we must find the initiative to lead. Many of us lead tribes, even if we don't always see it that way.

The book begs the reader into thinking about how we can all challenge the status quo. Both, in our everyday personal and professional lives by taking the lead. Godin is a master at dusting off conventional concepts and presenting them in an enlightening and refreshing new way. He demonstrates the importance of not only leading a tribe of followers, but also nurturing the relationships within it. One of the most powerful aspects of the book is how it is written to speak directly to the reader.

Tribes, is not written as a conventional book with chapters. The book is written more in the style of a conversation, resulting from ideas and conversations from Godin's blog. The book is a essentially a collection of those thoughts, presented beautifully in print. The book is a quick read and does inspire the reader to look at ways where he/she can make a real difference and empower groups of people.

Controversially, Godin describes most people within organisations as "sheepwalkers," those who "have been raised to be obedient" and those that are comfortable "with brain-dead jobs and enough fear to keep in line." For at least a few, leadership brings empowerment and brings opportunities to challenge traditional ways of doing things for the better.

There is a feeling that Godin is in fear. Fear of a world without "everyday" leaders who continue to change things for the better. These everyday leaders are not big CEO's, but rather people like you and me. The book is indeed a call to action.
Godin cites five different reasons as to why people should look for everyday opportunities to lead:

1. "Everyone in an organisation, not just the boss is expected to lead".
2. [Today] "it's easier than ever before to change things [and] individuals have more leverage than ever before". Especially, with tools such as Facebook and Twitter
3. Individuals, and their organisations that "change things and create remarkable products and services" are rewarded in the marketplace.
4. Change is a catalyst and can empower each of us to do something truly remarkable. It is "engaging, thrilling, profitable and fun,".
5. Finally, there is a "tribe" of other people waiting for a leader, "to connect them to one another and lead them where they want to go."

Godin states that, 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." Powerful leaders connect members of a tribe by a common interest (e.g. by sharing a passionate goal), and a determination to create things that did not exist before.

Don't be fooled into thinking, Tribes is a technical manual, or a practical step-by-step guide. Because while it encourages you to "lead", it doesn't go into specifics, (which is a good thing). Godin challenges the reader to accept full responsibility for becoming a tribal leader.

"No one gives you permission or approval or a permit to lead, You can just do it. The only one who can say no is you."

Critics may argues that the book lacks "concrete data". However, long time Seth Godin readers will understand that his books are a presentation of ideas. Ideas that spread and win. Tribes is no different. The book could also be criticised for being too short. However, it is extremely well written and in my opinion the right size for the material it covers.

After reading the book, I was left thinking that Tribes was Volume 1. Certainly, another book could soon be followed up. For example, what effects are realised, when tribes collaborate with other tribes forming a "Super Tribe"? Or, what does the leader do when his role is challenged within the tribe?

It's hard to escape the religious metaphors in the book. References to "heretics" and "fundamentalists" echo throughout. In centuries passed, heretics were burned for their religious views. However, in Godin's 21st Century world, heretics may just be the ones that save us from an unremarkable world.

Overall, Tribes is an inspiring read and well worth adding to your Seth Godin collection! Get your copy of Tribes from Amazon

[UPDATE]

Seth was kind enough to answer my three quick questions below:

Q. What inspired you to write Tribes?

A. I see a world where just about everyone is pushed to conform, to fit in, to do what we're told. A workforce filled with sheepwalkers... at the same time, I see people desperately in search of leadership, eager to be connected and to matter. I was hoping to point those two things out and encourage people to take a breath and lead.

Q. How does Seth Godin spend his day?

A. I write, answer email, bother people, notice things, and run my company, Squidoo and my closed online site, triiiibes.

Q. For readers who haven't read Tribes, can you explain the general themes of the book and why you think everyone should buy it?

A. The best thing to do is visit squidoo and see what other people had to say!

Why everyone is now - or can be - a leader but only if...., 05 Nov 2008

Seth Godin's books and blog provide a wealth of information, observations, opinions, and (especially) challenges that can help others to overcome what James O'Toole so aptly characterizes as "the ideology of comfort and the tyranny of custom." In this, his most recent book, he urges his reader to consider and then take full advantage of unprecedented opportunities to become a leader. He cites five different but related reasons: "everyone in an organization - not just the boss - is expected to lead," in today's workplace "it's easier than ever before to change things [and] individuals have more leverage than ever before," those and their organizations that "change things and create remarkable products and services" are rewarded in the marketplace, change initiatives are "engaging, thrilling, profitable and fun," and most of all, there is a "tribe" of other people waiting for a leader "to connect them to one another and lead them where they want to go."

In this context, I am reminded of a passage from Lao-Tzu's Tao Te Ching:

"Learn from the people
Plan with the people
Begin with what they have
Build on what they know
Of the best leaders
When the task is accomplished
The people will remark
We have done it ourselves. "

This is precisely what Godin has in mind when asserting that great leaders "create movements by empowering the tribe [i.e. those with a shared interest] to communicate. They establish the foundation for people to make connections, as opposed to commanding people to follow." The communication to which he refers is between and among the leader and members of a tribe who are connected by a shared interest, a common cause (i.e. "a passionate goal"), and a determination to create things that did not exist before, to achieve something that could happen but hasn't yet. Godin stresses the need for leaders with imagination. In the words of George Bernard Shaw, those who "dream things that never were and say why not."

In his recently published book, Iconoclast, Gregory Berns examines a number of leaders, each of whom was a "breaker or destroyer of images," who in recent years accomplished what others claimed could not be done. When doing so, these modern iconoclasts attacked orthodox beliefs and, in some cases, institutions. "The overarching theme of this book is that iconoclasts are able to do things that others say can't be done, because iconoclasts perceive things differently than other people." Berns goes on to explain that the difference in perception "plays out in the initial stages of an idea. It plays out in how their manage their fears, and it manifests in how they pitch their ideas to the masses of noniconoclasts. It is an exceedingly rare individual who possesses all three of these traits." One of Godin's most important points is that almost anyone can be an iconoclast if she or he creates a movement by empowering a tribe and motivating its members to attack and then destroy the status quo, meanwhile connecting them to each other to leverage their combined strengths.

I agree with Godin that leaders "make a ruckus." So did Alcibiades' drunken seamen who, while ashore and roaming the streets of Athens late one night, smashed sacred icons. But they were vandals, not leaders. They comprised a mob. It is important to keep in mind that Godin's "tribe" is not a mob, nor is it a crowd. "A crowd is a tribe without a leader. A crowd is a tribe without communication." It is easy to collect a crowd. The objective, Godin, suggests, is to create a tribe. Will it be easy? Of course not. That requires more time and effort to motivate, connect, and leverage its members. Also, it is necessary for leaders to overcome fear, not of failure but of blame. "We chose not to be remarkable because we're worried about criticism." Recent research conducted by the Gallup Organization indicates that 29% of the U.S. workforce is engaged (i.e. loyal, enthusiastic, and productive) whereas 55% is passively disengaged. That is, they are going through the motions, doing only what they must, "mailing it in," coasting, etc. What about the other 16%? They are actively disengaged in that they are doing whatever they can to undermine their employer's efforts to succeed. They have a toxic impact on their associates and, in many instances, on customer relations.

Godin would describe the passively disengaged as "sleepwalkers," those who "have been raised to be obedient" and are comfortable "with brain-dead jobs and enough fear to keep in line." For at least some of them, leaders provide the will to make something better happen. (I could be wrong but I doubt if he would characterize actively disengaged as "heretics." That is, those who are "engaged, passionate, and more powerful and happier than anyone else.") Those whom Godin calls to action are chalenged to threaten the status quo, demonstrating what Joseph Schumpeter describes as "creative destruction." With effective leadership, they support and are supported by their tribe to achieve, together, beneficial change whereas the actively disengaged seek only disruption and destruction.

In my opinion, this is Seth Godin's most important book thus far because he challenges his reader to accept full responsibility for becoming a tribal leader of principled and productive agents of positive change. "No one gives you permission or approval or a permit to lead, You can just do it. The only one who can say no is you." But he doesn't stop there. He also challenges his reader to share his book with others. "Ask them to read it. Beg them to make a choice about leadership. We need them. We need you. Spread the word. Thanks."

Now what? I presume to suggest that you read this book. Then what? That's up to you.

Inspirational, 29 Oct 2008
Seth Godin has written a short, inspirational book about leadership, communities and change. The book won't give you many concrete tools or approaches on how to become a leader or effect change in your organization, but it does inspire you to become a leadership figure and find your tribe.

Throughout the book Godin skillfully dissects management and shows how it's not synonymous with leadership. This aspect of the book alone makes it a must-read for all who are managers or who work for managers that aren't leaders.

Tribes won't turn you into a leader, but it will inspire you to try.

By far, the best book I have read this year!, 16 Nov 2008
If you want to change the world, or change your bit of it, this is the book for you!

Seth Godin focuses on the role that LEADERSHIP plays in change and makes some powerful observations about the difference between MANAGEMENT and LEADERSHIP. Management is about maintaining stability, about perpetuating the status quo, it is about ensuring that things are done the same way that they have always been done. It is about avoiding change. For managers, change equals risk. Leadership, on the other hand, is about creating change that people can believe in. Leadership doesn't avoid change, it thrives on it. For leaders, change equals opportunity.

The book is incredibly well written. It feels as if every page has been handcrafted. Some many find the lack of chapters disconcerting. For me, it just helped the whole flow of the book. Ironically, it almost reads as a set of blog entries (no surprise for anyone that has read "Small is the new Big" or Seth's blog). I find it amusing that many said that the online world would kill off traditional publishing. Well, here is an example of the online world inspiring traditional publishing!

It is very easy to read. I read it in a couple of sittings and the only thing that slowed me down was the fact I made so many notes in it! I highly recommend it. If you are interested in leadership, then you MUST read this book. You will not be disappointed.

I wish I could think and write like Seth Godin. However, I suspect the only thing we have in common is our initials! Great book. Inspiring reading. Thank you, Seth.


Learn how to become a Tribal Leader, 09 Nov 2008
Tribes is the newest addition to Seth Godin's ongoing work of easily readable ideas on "Changing The World". Godin uses a number of real world examples and a number of short stories to underpin the ideas within Tribes. There is nothing in the book, that many of us don't already know, at least on a subconscious level. In certain situations, we must find the initiative to lead. Many of us lead tribes, even if we don't always see it that way.

The book begs the reader into thinking about how we can all challenge the status quo. Both, in our everyday personal and professional lives by taking the lead. Godin is a master at dusting off conventional concepts and presenting them in an enlightening and refreshing new way. He demonstrates the importance of not only leading a tribe of followers, but also nurturing the relationships within it. One of the most powerful aspects of the book is how it is written to speak directly to the reader.

Tribes, is not written as a conventional book with chapters. The book is written more in the style of a conversation, resulting from ideas and conversations from Godin's blog. The book is a essentially a collection of those thoughts, presented beautifully in print. The book is a quick read and does inspire the reader to look at ways where he/she can make a real difference and empower groups of people.

Controversially, Godin describes most people within organisations as "sheepwalkers," those who "have been raised to be obedient" and those that are comfortable "with brain-dead jobs and enough fear to keep in line." For at least a few, leadership brings empowerment and brings opportunities to challenge traditional ways of doing things for the better.

There is a feeling that Godin is in fear. Fear of a world without "everyday" leaders who continue to change things for the better. These everyday leaders are not big CEO's, but rather people like you and me. The book is indeed a call to action.
Godin cites five different reasons as to why people should look for everyday opportunities to lead:

1. "Everyone in an organisation, not just the boss is expected to lead".
2. [Today] "it's easier than ever before to change things [and] individuals have more leverage than ever before". Especially, with tools such as Facebook and Twitter
3. Individuals, and their organisations that "change things and create remarkable products and services" are rewarded in the marketplace.
4. Change is a catalyst and can empower each of us to do something truly remarkable. It is "engaging, thrilling, profitable and fun,".
5. Finally, there is a "tribe" of other people waiting for a leader, "to connect them to one another and lead them where they want to go."

Godin states that, 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." Powerful leaders connect members of a tribe by a common interest (e.g. by sharing a passionate goal), and a determination to create things that did not exist before.

Don't be fooled into thinking, Tribes is a technical manual, or a practical step-by-step guide. Because while it encourages you to "lead", it doesn't go into specifics, (which is a good thing). Godin challenges the reader to accept full responsibility for becoming a tribal leader.

"No one gives you permission or approval or a permit to lead, You can just do it. The only one who can say no is you."

Critics may argues that the book lacks "concrete data". However, long time Seth Godin readers will understand that his books are a presentation of ideas. Ideas that spread and win. Tribes is no different. The book could also be criticised for being too short. However, it is extremely well written and in my opinion the right size for the material it covers.

After reading the book, I was left thinking that Tribes was Volume 1. Certainly, another book could soon be followed up. For example, what effects are realised, when tribes collaborate with other tribes forming a "Super Tribe"? Or, what does the leader do when his role is challenged within the tribe?

It's hard to escape the religious metaphors in the book. References to "heretics" and "fundamentalists" echo throughout. In centuries passed, heretics were burned for their religious views. However, in Godin's 21st Century world, heretics may just be the ones that save us from an unremarkable world.

Overall, Tribes is an inspiring read and well worth adding to your Seth Godin collection! Get your copy of Tribes from Amazon

[UPDATE]

Seth was kind enough to answer my three quick questions below:

Q. What inspired you to write Tribes?

A. I see a world where just about everyone is pushed to conform, to fit in, to do what we're told. A workforce filled with sheepwalkers... at the same time, I see people desperately in search of leadership, eager to be connected and to matter. I was hoping to point those two things out and encourage people to take a breath and lead.

Q. How does Seth Godin spend his day?

A. I write, answer email, bother people, notice things, and run my company, Squidoo and my closed online site, triiiibes.

Q. For readers who haven't read Tribes, can you explain the general themes of the book and why you think everyone should buy it?

A. The best thing to do is visit squidoo and see what other people had to say!

Why everyone is now - or can be - a leader but only if...., 05 Nov 2008

Seth Godin's books and blog provide a wealth of information, observations, opinions, and (especially) challenges that can help others to overcome what James O'Toole so aptly characterizes as "the ideology of comfort and the tyranny of custom." In this, his most recent book, he urges his reader to consider and then take full advantage of unprecedented opportunities to become a leader. He cites five different but related reasons: "everyone in an organization - not just the boss - is expected to lead," in today's workplace "it's easier than ever before to change things [and] individuals have more leverage than ever before," those and their organizations that "change things and create remarkable products and services" are rewarded in the marketplace, change initiatives are "engaging, thrilling, profitable and fun," and most of all, there is a "tribe" of other people waiting for a leader "to connect them to one another and lead them where they want to go."

In this context, I am reminded of a passage from Lao-Tzu's Tao Te Ching:

"Learn from the people
Plan with the people
Begin with what they have
Build on what they know
Of the best leaders
When the task is accomplished
The people will remark
We have done it ourselves. "

This is precisely what Godin has in mind when asserting that great leaders "create movements by empowering the tribe [i.e. those with a shared interest] to communicate. They establish the foundation for people to make connections, as opposed to commanding people to follow." The communication to which he refers is between and among the leader and members of a tribe who are connected by a shared interest, a common cause (i.e. "a passionate goal"), and a determination to create things that did not exist before, to achieve something that could happen but hasn't yet. Godin stresses the need for leaders with imagination. In the words of George Bernard Shaw, those who "dream things that never were and say why not."

In his recently published book, Iconoclast, Gregory Berns examines a number of leaders, each of whom was a "breaker or destroyer of images," who in recent years accomplished what others claimed could not be done. When doing so, these modern iconoclasts attacked orthodox beliefs and, in some cases, institutions. "The overarching theme of this book is that iconoclasts are able to do things that others say can't be done, because iconoclasts perceive things differently than other people." Berns goes on to explain that the difference in perception "plays out in the initial stages of an idea. It plays out in how their manage their fears, and it manifests in how they pitch their ideas to the masses of noniconoclasts. It is an exceedingly rare individual who possesses all three of these traits." One of Godin's most important points is that almost anyone can be an iconoclast if she or he creates a movement by empowering a tribe and motivating its members to attack and then destroy the status quo, meanwhile connecting them to each other to leverage their combined strengths.

I agree with Godin that leaders "make a ruckus." So did Alcibiades' drunken seamen who, while ashore and roaming the streets of Athens late one night, smashed sacred icons. But they were vandals, not leaders. They comprised a mob. It is important to keep in mind that Godin's "tribe" is not a mob, nor is it a crowd. "A crowd is a tribe without a leader. A crowd is a tribe without communication." It is easy to collect a crowd. The objective, Godin, suggests, is to create a tribe. Will it be easy? Of course not. That requires more time and effort to motivate, connect, and leverage its members. Also, it is necessary for leaders to overcome fear, not of failure but of blame. "We chose not to be remarkable because we're worried about criticism." Recent research conducted by the Gallup Organization indicates that 29% of the U.S. workforce is engaged (i.e. loyal, enthusiastic, and productive) whereas 55% is passively disengaged. That is, they are going through the motions, doing only what they must, "mailing it in," coasting, etc. What about the other 16%? They are actively disengaged in that they are doing whatever they can to undermine their employer's efforts to succeed. They have a toxic impact on their associates and, in many instances, on customer relations.

Godin would describe the passively disengaged as "sleepwalkers," those who "have been raised to be obedient" and are comfortable "with brain-dead jobs and enough fear to keep in line." For at least some of them, leaders provide the will to make something better happen. (I could be wrong but I doubt if he would characterize actively disengaged as "heretics." That is, those who are "engaged, passionate, and more powerful and happier than anyone else.") Those whom Godin calls to action are chalenged to threaten the status quo, demonstrating what Joseph Schumpeter describes as "creative destruction." With effective leadership, they support and are supported by their tribe to achieve, together, beneficial change whereas the actively disengaged seek only disruption and destruction.

In my opinion, this is Seth Godin's most important book thus far because he challenges his reader to accept full responsibility for becoming a tribal leader of principled and productive agents of positive change. "No one gives you permission or approval or a permit to lead, You can just do it. The only one who can say no is you." But he doesn't stop there. He also challenges his reader to share his book with others. "Ask them to read it. Beg them to make a choice about leadership. We need them. We need you. Spread the word. Thanks."

Now what? I presume to suggest that you read this book. Then what? That's up to you.

Inspirational, 29 Oct 2008
Seth Godin has written a short, inspirational book about leadership, communities and change. The book won't give you many concrete tools or approaches on how to become a leader or effect change in your organization, but it does inspire you to become a leadership figure and find your tribe.

Throughout the book Godin skillfully dissects management and shows how it's not synonymous with leadership. This aspect of the book alone makes it a must-read for all who are managers or who work for managers that aren't leaders.

Tribes won't turn you into a leader, but it will inspire you to try.

Einstein the man, 09 Aug 2008
Here we see glimpses of Einstein the man, not the scientist. As science moved further away from the ideal that it was supposed to benefit mankind in a positive way, Einstein believed the mission of science was to work for mankind's well-being. He will be sadly missed, a great man that thought with his heart as well as his head.

Oh Albert!, 28 Jun 2008
Albert Einstein was a whacky, comical genius. He was often seen wearing ''borat-esq man-kini's'' strutting around town trying to seduce the homeless. A rollercoaster comedy story which will have you reaching for that box of kleenex not only to whipe the tears of laughter away from your eyes, the minx.

Enjoyable and well thought through book, 05 Feb 2003
The book gives you some idea of what Einstein thought about the world in his lifetime. The book touches on philosophy, politics and the Jew's in Europe which, in my opinion gives a melancholy twist to the text. The book is also a bit of a historical source - its interesting to read the corresponding letters between Einstein and the various scientific organisations in the early 1930's

A great book to read, especially if intrested in Einstein, 09 Apr 1999
This book was a really interesting to read because I've never read any letters Albert had written, and it tells about events in his life you wouldn't ordinarily know. The only problem for me was the book didn't quite grab my attention in some parts very well. But other than that I loved the cover and the book, I would definitely recommend it.

More than just a scientific genius..., 17 Dec 1998
Albert Einstein will always be remembered as one of the great minds of our time. But not too many people think of him as a great societal thinker as well. Albert delves into many touchy subjects in this book (having grown up during the most devastating era mankind has ever known).

The one downside to this book is that there are a few (only a few) passages where you really don't know who he is talking to, and little reference is given on these to help you, the reader, figure them out.

I was thoroughly impressed that this genius, mental marvel of the 20th century could convey his message so clearly in most of the essays and writings. He talks about religion, minorities, war, and other issues facing humaity today that are highly debated in all circles.

A good buy, a great mind.

By far, the best book I have read this year!, 16 Nov 2008
If you want to change the world, or change your bit of it, this is the book for you!

Seth Godin focuses on the role that LEADERSHIP plays in change and makes some powerful observations about the difference between MANAGEMENT and LEADERSHIP. Management is about maintaining stability, about perpetuating the status quo, it is about ensuring that things are done the same way that they have always been done. It is about avoiding change. For managers, change equals risk. Leadership, on the other hand, is about creating change that people can believe in. Leadership doesn't avoid change, it thrives on it. For leaders, change equals opportunity.

The book is incredibly well written. It feels as if every page has been handcrafted. Some many find the lack of chapters disconcerting. For me, it just helped the whole flow of the book. Ironically, it almost reads as a set of blog entries (no surprise for anyone that has read "Small is the new Big" or Seth's blog). I find it amusing that many said that the online world would kill off traditional publishing. Well, here is an example of the online world inspiring traditional publishing!

It is very easy to read. I read it in a couple of sittings and the only thing that slowed me down was the fact I made so many notes in it! I highly recommend it. If you are interested in leadership, then you MUST read this book. You will not be disappointed.

I wish I could think and write like Seth Godin. However, I suspect the only thing we have in common is our initials! Great book. Inspiring reading. Thank you, Seth.


Learn how to become a Tribal Leader, 09 Nov 2008
Tribes is the newest addition to Seth Godin's ongoing work of easily readable ideas on "Changing The World". Godin uses a number of real world examples and a number of short stories to underpin the ideas within Tribes. There is nothing in the book, that many of us don't already know, at least on a subconscious level. In certain situations, we must find the initiative to lead. Many of us lead tribes, even if we don't always see it that way.

The book begs the reader into thinking about how we can all challenge the status quo. Both, in our everyday personal and professional lives by taking the lead. Godin is a master at dusting off conventional concepts and presenting them in an enlightening and refreshing new way. He demonstrates the importance of not only leading a tribe of followers, but also nurturing the relationships within it. One of the most powerful aspects of the book is how it is written to speak directly to the reader.

Tribes, is not written as a conventional book with chapters. The book is written more in the style of a conversation, resulting from ideas and conversations from Godin's blog. The book is a essentially a collection of those thoughts, presented beautifully in print. The book is a quick read and does inspire the reader to look at ways where he/she can make a real difference and empower groups of people.

Controversially, Godin describes most people within organisations as "sheepwalkers," those who "have been raised to be obedient" and those that are comfortable "with brain-dead jobs and enough fear to keep in line." For at least a few, leadership brings empowerment and brings opportunities to challenge traditional ways of doing things for the better.

There is a feeling that Godin is in fear. Fear of a world without "everyday" leaders who continue to change things for the better. These everyday leaders are not big CEO's, but rather people like you and me. The book is indeed a call to action.
Godin cites five different reasons as to why people should look for everyday opportunities to lead:

1. "Everyone in an organisation, not just the boss is expected to lead".
2. [Today] "it's easier than ever before to change things [and] individuals have more leverage than ever before". Especially, with tools such as Facebook and Twitter
3. Individuals, and their organisations that "change things and create remarkable products and services" are rewarded in the marketplace.
4. Change is a catalyst and can empower each of us to do something truly remarkable. It is "engaging, thrilling, profitable and fun,".
5. Finally, there is a "tribe" of other people waiting for a leader, "to connect them to one another and lead them where they want to go."

Godin states that, 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." Powerful leaders connect members of a tribe by a common interest (e.g. by sharing a passionate goal), and a determination to create things that did not exist before.

Don't be fooled into thinking, Tribes is a technical manual, or a practical step-by-step guide. Because while it encourages you to "lead", it doesn't go into specifics, (which is a good thing). Godin challenges the reader to accept full responsibility for becoming a tribal leader.

"No one gives you permission or approval or a permit to lead, You can just do it. The only one who can say no is you."

Critics may argues that the book lacks "concrete data". However, long time Seth Godin readers will understand that his books are a presentation of ideas. Ideas that spread and win. Tribes is no different. The book could also be criticised for being too short. However, it is extremely well written and in my opinion the right size for the material it covers.

After reading the book, I was left thinking that Tribes was Volume 1. Certainly, another book could soon be followed up. For example, what effects are realised, when tribes collaborate with other tribes forming a "Super Tribe"? Or, what does the leader do when his role is challenged within the tribe?

It's hard to escape the religious metaphors in the book. References to "heretics" and "fundamentalists" echo throughout. In centuries passed, heretics were burned for their religious views. However, in Godin's 21st Century world, heretics may just be the ones that save us from an unremarkable world.

Overall, Tribes is an inspiring read and well worth adding to your Seth Godin collection! Get your copy of Tribes from Amazon

[UPDATE]

Seth was kind enough to answer my three quick questions below:

Q. What inspired you to write Tribes?

A. I see a world where just about everyone is pushed to conform, to fit in, to do what we're told. A workforce filled with sheepwalkers... at the same time, I see people desperately in search of leadership, eager to be connected and to matter. I was hoping to point those two things out and encourage people to take a breath and lead.

Q. How does Seth Godin spend his day?

A. I write, answer email, bother people, notice things, and run my company, Squidoo and my closed online site, triiiibes.

Q. For readers who haven't read Tribes, can you explain the general themes of the book and why you think everyone should buy it?

A. The best thing to do is visit squidoo and see what other people had to say!

Why everyone is now - or can be - a leader but only if...., 05 Nov 2008

Seth Godin's books and blog provide a wealth of information, observations, opinions, and (especially) challenges that can help others to overcome what James O'Toole so aptly characterizes as "the ideology of comfort and the tyranny of custom." In this, his most recent book, he urges his reader to consider and then take full advantage of unprecedented opportunities to become a leader. He cites five different but related reasons: "everyone in an organization - not just the boss - is expected to lead," in today's workplace "it's easier than ever before to change things [and] individuals have more leverage than ever before," those and their organizations that "change things and create remarkable products and services" are rewarded in the marketplace, change initiatives are "engaging, thrilling, profitable and fun," and most of all, there is a "tribe" of other people waiting for a leader "to connect them to one another and lead them where they want to go."

In this context, I am reminded of a passage from Lao-Tzu's Tao Te Ching:

"Learn from the people
Plan with the people
Begin with what they have
Build on what they know
Of the best leaders
When the task is accomplished
The people will remark
We have done it ourselves. "

This is precisely what Godin has in mind when asserting that great leaders "create movements by empowering the tribe [i.e. those with a shared interest] to communicate. They establish the foundation for people to make connections, as opposed to commanding people to follow." The communication to which he refers is between and among the leader and members of a tribe who are connected by a shared interest, a common cause (i.e. "a passionate goal"), and a determination to create things that did not exist before, to achieve something that could happen but hasn't yet. Godin stresses the need for leaders with imagination. In the words of George Bernard Shaw, those who "dream things that never were and say why not."

In his recently published book, Iconoclast, Gregory Berns examines a number of leaders, each of whom was a "breaker or destroyer of images," who in recent years accomplished what others claimed could not be done. When doing so, these modern iconoclasts attacked orthodox beliefs and, in some cases, institutions. "The overarching theme of this book is that iconoclasts are able to do things that others say can't be done, because iconoclasts perceive things differently than other people." Berns goes on to explain that the difference in perception "plays out in the initial stages of an idea. It plays out in how their manage their fears, and it manifests in how they pitch their ideas to the masses of noniconoclasts. It is an exceedingly rare individual who possesses all three of these traits." One of Godin's most important points is that almost anyone can be an iconoclast if she or he creates a movement by empowering a tribe and motivating its members to attack and then destroy the status quo, meanwhile connecting them to each other to leverage their combined strengths.

I agree with Godin that leaders "make a ruckus." So did Alcibiades' drunken seamen who, while ashore and roaming the streets of Athens late one night, smashed sacred icons. But they were vandals, not leaders. They comprised a mob. It is important to keep in mind that Godin's "tribe" is not a mob, nor is it a crowd. "A crowd is a tribe without a leader. A crowd is a tribe without communication." It is easy to collect a crowd. The objective, Godin, suggests, is to create a tribe. Will it be easy? Of course not. That requires more time and effort to motivate, connect, and leverage its members. Also, it is necessary for leaders to overcome fear, not of failure but of blame. "We chose not to be remarkable because we're worried about criticism." Recent research conducted by the Gallup Organization indicates that 29% of the U.S. workforce is engaged (i.e. loyal, enthusiastic, and productive) whereas 55% is passively disengaged. That is, they are going through the motions, doing only what they must, "mailing it in," coasting, etc. What about the other 16%? They are actively disengaged in that they are doing whatever they can to undermine their employer's efforts to succeed. They have a toxic impact on their associates and, in many instances, on customer relations.

Godin would describe the passively disengaged as "sleepwalkers," those who "have been raised to be obedient" and are comfortable "with brain-dead jobs and enough fear to keep in line." For at least some of them, leaders provide the will to make something better happen. (I could be wrong but I doubt if he would characterize actively disengaged as "heretics." That is, those who are "engaged, passionate, and more powerful and happier than anyone else.") Those whom Godin calls to action are chalenged to threaten the status quo, demonstrating what Joseph Schumpeter describes as "creative destruction." With effective leadership, they support and are supported by their tribe to achieve, together, beneficial change whereas the actively disengaged seek only disruption and destruction.

In my opinion, this is Seth Godin's most important book thus far because he challenges his reader to accept full responsibility for becoming a tribal leader of principled and productive agents of positive change. "No one gives you permission or approval or a permit to lead, You can just do it. The only one who can say no is you." But he doesn't stop there. He also challenges his reader to share his book with others. "Ask them to read it. Beg them to make a choice about leadership. We need them. We need you. Spread the word. Thanks."

Now what? I presume to suggest that you read this book. Then what? That's up to you.

Inspirational, 29 Oct 2008
Seth Godin has written a short, inspirational book about leadership, communities and change. The book won't give you many concrete tools or approaches on how to become a leader or effect change in your organization, but it does inspire you to become a leadership figure and find your tribe.

Throughout the book Godin skillfully dissects management and shows how it's not synonymous with leadership. This aspect of the book alone makes it a must-read for all who are managers or who work for managers that aren't leaders.

Tribes won't turn you into a leader, but it will inspire you to try.

Einstein the man, 09 Aug 2008
Here we see glimpses of Einstein the man, not the scientist. As science moved further away from the ideal that it was supposed to benefit mankind in a positive way, Einstein believed the mission of science was to work for mankind's well-being. He will be sadly missed, a great man that thought with his heart as well as his head.

Oh Albert!, 28 Jun 2008
Albert Einstein was a whacky, comical genius. He was often seen wearing ''borat-esq man-kini's'' strutting around town trying to seduce the homeless. A rollercoaster comedy story which will have you reaching for that box of kleenex not only to whipe the tears of laughter away from your eyes, the minx.

Enjoyable and well thought through book, 05 Feb 2003
The book gives you some idea of what Einstein thought about the world in his lifetime. The book touches on philosophy, politics and the Jew's in Europe which, in my opinion gives a melancholy twist to the text. The book is also a bit of a historical source - its interesting to read the corresponding letters between Einstein and the various scientific organisations in the early 1930's

A great book to read, especially if intrested in Einstein, 09 Apr 1999
This book was a really interesting to read because I've never read any letters Albert had written, and it tells about events in his life you wouldn't ordinarily know. The only problem for me was the book didn't quite grab my attention in some parts very well. But other than that I loved the cover and the book, I would definitely recommend it.

More than just a scientific genius..., 17 Dec 1998
Albert Einstein will always be remembered as one of the great minds of our time. But not too many people think of him as a great societal thinker as well. Albert delves into many touchy subjects in this book (having grown up during the most devastating era mankind has ever known).

The one downside to this book is that there are a few (only a few) passages where you really don't know who he is talking to, and little reference is given on these to help you, the reader, figure them out.

I was thoroughly impressed that this genius, mental marvel of the 20th century could convey his message so clearly in most of the essays and writings. He talks about religion, minorities, war, and other issues facing humaity today that are highly debated in all circles.

A good buy, a great mind.

This is Primal Leadership, so don't buy them both, 24 Mar 2007
This is a very good book. It's uncannily like Primal Leadership. In fact, it's the same book. The publisher, inexplicably, given the power of the title 'Primal Leadership', called it 'The New Leaders' for the UK market. So, I'm only posting this to say don't mistakenly buy it twice under its different titles...

Goleman's best book yet - start here!, 14 Sep 2004
Goleman's latest book is his best yet. It's considerably more compact and readable than the rather sprawling "Working With Emotional Intelligence", and his model of EI has now become more coherent.

The previous five 'competences' of emotional intelligence have now become four: Self-Awareness, Self-Management, Social Awareness, and Relationship Management. Motivation has been folded into Self-Management in the new model.

The book is particularly concerned with applying emotional intelligence to corporate leadership - a vital question as teams and organisations tend to take their emotional tone from their leaders.

It includes an inventory of six different leadership styles, from "Commanding" to "Visionary", with their different effects and ideas on when each is appropriate. It also includes Boyatzis' model for self-directed learning (a very useful coaching model), loads of advice for building emotional intelligence in teams and organisations, and what research actually has shown to work in goal setting. The writing style will be familiar to readers of Goleman's previous books - each element of the EI model is illustrated by stories from the business world and lashings of well-sourced scientific and psychological backup.

A welcome innovation is the inclusion of a few helpful "how-to" tips (on, for example, establishing your vision for the future and setting sustainable goals), which have been lacking in previous books.

How good is this book? Well, it finally convinced me to stump up two grand to become an accredited deliverer of the Goleman/Hay Group Emotional Competence Inventory - their 360 emotional intelligence assessment for leaders and key professionals - and I'm very glad I did.

great leadership insights, 13 Aug 2003
Have been looking for ideas about leaders and how they work. Some of Goleman's ideas are great, and also help understand how American bosses and leaders work based on those he examines. Another good book on American leaders and leadership is "Working with Americans" (Stewart-Allen, Denslow) which was very humourous and one I dipped in and out of often. An important subject and worth watching the Americans since their trends usually end up here in Europe at some point.

Great Stuff!, 20 Apr 2003
Having already been introduced to the concepts of Emotional Intelligence (EI), I was recommended to read this book by a colleague and I am glad I did. It is practical, contains real detail about the pros and cons of EI (backed up by scientific research) and some excellent tips for implementing the change within yourself, your team and your organisation! If you have an interest in EI then buy this book.

Really good...., 25 Aug 2002
I've read other leadership books but this was the first one I've read based on EQ that also presented some scientific concepts behind leadership development. More detail on the "how to" for team and organisational level leadership would be great. I really enjoyed it and would recommend it.

There's a comic strip showing a chick breaking out of its shell, looking around, and saying, "Oh, wow! Paradigm shift!" Blame the late Thomas Kuhn. Few indeed are the philosophers or historians influential enough to make it into the funny papers, but Kuhn is one.

The Structure of Scientific Revolutions is indeed a paradigmatic work in the history of science. Kuhn's use of terms such as "paradigm shift" and "normal science", his ideas of how scientists move from disdain through doubt to acceptance of a new theory, his stress on social and psychological factors in science--all have had profound effects on historians, scientists, philosophers, critics, writers, business gurus, and even the cartoonist in the street.

Some scientists (such as Steven Weinberg and Ernst Mayr) are profoundly irritated by Kuhn, especially by the doubts he casts--or the way his work has been used to cast doubt--on the idea of scientific progress. Yet it has been said that the acceptance of plate tectonics in the 1960s, for instance, was sped by geologists' reluctance to be on the downside of a paradigm shift. Even Weinberg has said that "structure has had a wider influence than any other book on the history of science". As one of Kuhn's obituaries noted, "We all live in a post-Kuhnian age." --Mary Ellen Curtin

By far, the best book I have read this year!, 16 Nov 2008
If you want to change the world, or change your bit of it, this is the book for you!

Seth Godin focuses on the role that LEADERSHIP plays in change and makes some powerful observations about the difference between MANAGEMENT and LEADERSHIP. Management is about maintaining stability, about perpetuating the status quo, it is about ensuring that things are done the same way that they have always been done. It is about avoiding change. For managers, change equals risk. Leadership, on the other hand, is about creating change that people can believe in. Leadership doesn't avoid change, it thrives on it. For leaders, change equals opportunity.

The book is incredibly well written. It feels as if every page has been handcrafted. Some many find the lack of chapters disconcerting. For me, it just helped the whole flow of the book. Ironically, it almost reads as a set of blog entries (no surprise for anyone that has read "Small is the new Big" or Seth's blog). I find it amusing that many said that the online world would kill off traditional publishing. Well, here is an example of the online world inspiring traditional publishing!

It is very easy to read. I read it in a couple of sittings and the only thing that slowed me down was the fact I made so many notes in it! I highly recommend it. If you are interested in leadership, then you MUST read this book. You will not be disappointed.

I wish I could think and write like Seth Godin. However, I suspect the only thing we have in common is our initials! Great book. Inspiring reading. Thank you, Seth.


Learn how to become a Tribal Leader, 09 Nov 2008
Tribes is the newest addition to Seth Godin's ongoing work of easily readable ideas on "Changing The World". Godin uses a number of real world examples and a number of short stories to underpin the ideas within Tribes. There is nothing in the book, that many of us don't already know, at least on a subconscious level. In certain situations, we must find the initiative to lead. Many of us lead tribes, even if we don't always see it that way.

The book begs the reader into thinking about how we can all challenge the status quo. Both, in our everyday personal and professional lives by taking the lead. Godin is a master at dusting off conventional concepts and presenting them in an enlightening and refreshing new way. He demonstrates the importance of not only leading a tribe of followers, but also nurturing the relationships within it. One of the most powerful aspects of the book is how it is written to speak directly to the reader.

Tribes, is not written as a conventional book with chapters. The book is written more in the style of a conversation, resulting from ideas and conversations from Godin's blog. The book is a essentially a collection of those thoughts, presented beautifully in print. The book is a quick read and does inspire the reader to look at ways where he/she can make a real difference and empower groups of people.

Controversially, Godin describes most people within organisations as "sheepwalkers," those who "have been raised to be obedient" and those that are comfortable "with brain-dead jobs and enough fear to keep in line." For at least a few, leadership brings empowerment and brings opportunities to challenge traditional ways of doing things for the better.

There is a feeling that Godin is in fear. Fear of a world without "everyday" leaders who continue to change things for the better. These everyday leaders are not big CEO's, but rather people like you and me. The book is indeed a call to action.
Godin cites five different reasons as to why people should look for everyday opportunities to lead:

1. "Everyone in an organisation, not just the boss is expected to lead".
2. [Today] "it's easier than ever before to change things [and] individuals have more leverage than ever before". Especially, with tools such as Facebook and Twitter
3. Individuals, and their organisations that "change things and create remarkable products and services" are rewarded in the marketplace.
4. Change is a catalyst and can empower each of us to do something truly remarkable. It is "engaging, thrilling, profitable and fun,".
5. Finally, there is a "tribe" of other people waiting for a leader, "to connect them to one another and lead them where they want to go."

Godin states that, 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." Powerful leaders connect members of a tribe by a common interest (e.g. by sharing a passionate goal), and a determination to create things that did not exist before.

Don't be fooled into thinking, Tribes is a technical manual, or a practical step-by-step guide. Because while it encourages you to "lead", it doesn't go into specifics, (which is a good thing). Godin challenges the reader to accept full responsibility for becoming a tribal leader.

"No one gives you permission or approval or a permit to lead, You can just do it. The only one who can say no is you."

Critics may argues that the book lacks "concrete data". However, long time Seth Godin readers will understand that his books are a presentation of ideas. Ideas that spread and win. Tribes is no different. The book could also be criticised for being too short. However, it is extremely well written and in my opinion the right size for the material it covers.

After reading the book, I was left thinking that Tribes was Volume 1. Certainly, another book could soon be followed up. For example, what effects are realised, when tribes collaborate with other tribes forming a "Super Tribe"? Or, what does the leader do when his role is challenged within the tribe?

It's hard to escape the religious metaphors in the book. References to "heretics" and "fundamentalists" echo throughout. In centuries passed, heretics were burned for their religious views. However, in Godin's 21st Century world, heretics may just be the ones that save us from an unremarkable world.

Overall, Tribes is an inspiring read and well worth adding to your Seth Godin collection! Get your copy of Tribes from Amazon

[UPDATE]

Seth was kind enough to answer my three quick questions below:

Q. What inspired you to write Tribes?

A. I see a world where just about everyone is pushed to conform, to fit in, to do what we're told. A workforce filled with sheepwalkers... at the same time, I see people desperately in search of leadership, eager to be connected and to matter. I was hoping to point those two things out and encourage people to take a breath and lead.

Q. How does Seth Godin spend his day?

A. I write, answer email, bother people, notice things, and run my company, Squidoo and my closed online site, triiiibes.

Q. For readers who haven't read Tribes, can you explain the general themes of the book and why you think everyone should buy it?

A. The best thing to do is visit squidoo and see what other people had to say!

Why everyone is now - or can be - a leader but only if...., 05 Nov 2008

Seth Godin's books and blog provide a wealth of information, observations, opinions, and (especially) challenges that can help others to overcome what James O'Toole so aptly characterizes as "the ideology of comfort and the tyranny of custom." In this, his most recent book, he urges his reader to consider and then take full advantage of unprecedented opportunities to become a leader. He cites five different but related reasons: "everyone in an organization - not just the boss - is expected to lead," in today's workplace "it's easier than ever before to change things [and] individuals have more leverage than ever before," those and their organizations that "change things and create remarkable products and services" are rewarded in the marketplace, change initiatives are "engaging, thrilling, profitable and fun," and most of all, there is a "tribe" of other people waiting for a leader "to connect them to one another and lead them where they want to go."

In this context, I am reminded of a passage from Lao-Tzu's Tao Te Ching:

"Learn from the people
Plan with the people
Begin with what they have
Build on what they know
Of the best leaders
When the task is accomplished
The people will remark
We have done it ourselves. "

This is precisely what Godin has in mind when asserting that great leaders "create movements by empowering the tribe [i.e. those with a shared interest] to communicate. They establish the foundation for people to make connections, as opposed to commanding people to follow." The communication to which he refers is between and among the leader and members of a tribe who are connected by a shared interest, a common cause (i.e. "a passionate goal"), and a determination to create things that did not exist before, to achieve something that could happen but hasn't yet. Godin stresses the need for leaders with imagination. In the words of George Bernard Shaw, those who "dream things that never were and say why not."

In his recently published book, Iconoclast, Gregory Berns examines a number of leaders, each of whom was a "breaker or destroyer of images," who in recent years accomplished what others claimed could not be done. When doing so, these modern iconoclasts attacked orthodox beliefs and, in some cases, institutions. "The overarching theme of this book is that iconoclasts are able to do things that others say can't be done, because iconoclasts perceive things differently than other people." Berns goes on to explain that the difference in perception "plays out in the initial stages of an idea. It plays out in how their manage their fears, and it manifests in how they pitch their ideas to the masses of noniconoclasts. It is an exceedingly rare individual who possesses all three of these traits." One of Godin's most important points is that almost anyone can be an iconoclast if she or he creates a movement by empowering a tribe and motivating its members to attack and then destroy the status quo, meanwhile connecting them to each other to leverage their combined strengths.

I agree with Godin that leaders "make a ruckus." So did Alcibiades' drunken seamen who, while ashore and roaming the streets of Athens late one night, smashed sacred icons. But they were vandals, not leaders. They comprised a mob. It is important to keep in mind that Godin's "tribe" is not a mob, nor is it a crowd. "A crowd is a tribe without a leader. A crowd is a tribe without communication." It is easy to collect a crowd. The objective, Godin, suggests, is to create a tribe. Will it be easy? Of course not. That requires more time and effort to motivate, connect, and leverage its members. Also, it is necessary for leaders to overcome fear, not of failure but of blame. "We chose not to be remarkable because we're worried about criticism." Recent research conducted by the Gallup Organization indicates that 29% of the U.S. workforce is engaged (i.e. loyal, enthusiastic, and productive) whereas 55% is passively disengaged. That is, they are going through the motions, doing only what they must, "mailing it in," coasting, etc. What about the other 16%? They are actively disengaged in that they are doing whatever they can to undermine their employer's efforts to succeed. They have a toxic impact on their associates and, in many instances, on customer relations.

Godin would describe the passively disengaged as "sleepwalkers," those who "have been raised to be obedient" and are comfortable "with brain-dead jobs and enough fear to keep in line." For at least some of them, leaders provide the will to make something better happen. (I could be wrong but I doubt if he would characterize actively disengaged as "heretics." That is, those who are "engaged, passionate, and more powerful and happier than anyone else.") Those whom Godin calls to action are chalenged to threaten the status quo, demonstrating what Joseph Schumpeter describes as "creative destruction." With effective leadership, they support and are supported by their tribe to achieve, together, beneficial change whereas the actively disengaged seek only disruption and destruction.

In my opinion, this is Seth Godin's most important book thus far because he challenges his reader to accept full responsibility for becoming a tribal leader of principled and productive agents of positive change. "No one gives you permission or approval or a permit to lead, You can just do it. The only one who can say no is you." But he doesn't stop there. He also challenges his reader to share his book with others. "Ask them to read it. Beg them to make a choice about leadership. We need them. We need you. Spread the word. Thanks."

Now what? I presume to suggest that you read this book. Then what? That's up to you.

Inspirational, 29 Oct 2008
Seth Godin has written a short, inspirational book about leadership, communities and change. The book won't give you many concrete tools or approaches on how to become a leader or effect change in your organization, but it does inspire you to become a leadership figure and find your tribe.

Throughout the book Godin skillfully dissects management and shows how it's not synonymous with leadership. This aspect of the book alone makes it a must-read for all who are managers or who work for managers that aren't leaders.

Tribes won't turn you into a leader, but it will inspire you to try.

Einstein the man, 09 Aug 2008
Here we see glimpses of Einstein the man, not the scientist. As science moved further away from the ideal that it was supposed to benefit mankind in a positive way, Einstein believed the mission of science was to work for mankind's well-being. He will be sadly missed, a great man that thought with his heart as well as his head.

Oh Albert!, 28 Jun 2008
Albert Einstein was a whacky, comical genius. He was often seen wearing ''borat-esq man-kini's'' strutting around town trying to seduce the homeless. A rollercoaster comedy story which will have you reaching for that box of kleenex not only to whipe the tears of laughter away from your eyes, the minx.

Enjoyable and well thought through book, 05 Feb 2003
The book gives you some idea of what Einstein thought about the world in his lifetime. The book touches on philosophy, politics and the Jew's in Europe which, in my opinion gives a melancholy twist to the text. The book is also a bit of a historical source - its interesting to read the corresponding letters between Einstein and the various scientific organisations in the early 1930's

A great book to read, especially if intrested in Einstein, 09 Apr 1999
This book was a really interesting to read because I've never read any letters Albert had written, and it tells about events in his life you wouldn't ordinarily know. The only problem for me was the book didn't quite grab my attention in some parts very well. But other than that I loved the cover and the book, I would definitely recommend it.

More than just a scientific genius..., 17 Dec 1998
Albert Einstein will always be remembered as one of the great minds of our time. But not too many people think of him as a great societal thinker as well. Albert delves into many touchy subjects in this book (having grown up during the most devastating era mankind has ever known).

The one downside to this book is that there are a few (only a few) passages where you really don't know who he is talking to, and little reference is given on these to help you, the reader, figure them out.

I was thoroughly impressed that this genius, mental marvel of the 20th century could convey his message so clearly in most of the essays and writings. He talks about religion, minorities, war, and other issues facing humaity today that are highly debated in all circles.

A good buy, a great mind.

This is Primal Leadership, so don't buy them both, 24 Mar 2007
This is a very good book. It's uncannily like Primal Leadership. In fact, it's the same book. The publisher, inexplicably, given the power of the title 'Primal Leadership', called it 'The New Leaders' for the UK market. So, I'm only posting this to say don't mistakenly buy it twice under its different titles...

Goleman's best book yet - start here!, 14 Sep 2004
Goleman's latest book is his best yet. It's considerably more compact and readable than the rather sprawling "Working With Emotional Intelligence", and his model of EI has now become more coherent.

The previous five 'competences' of emotional intelligence have now become four: Self-Awareness, Self-Management, Social Awareness, and Relationship Management. Motivation has been folded into Self-Management in the new model.

The book is particularly concerned with applying emotional intelligence to corporate leadership - a vital question as teams and organisations tend to take their emotional tone from their leaders.

It includes an inventory of six different leadership styles, from "Commanding" to "Visionary", with their different effects and ideas on when each is appropriate. It also includes Boyatzis' model for self-directed learning (a very useful coaching model), loads of advice for building emotional intelligence in teams and organisations, and what research actually has shown to work in goal setting. The writing style will be familiar to readers of Goleman's previous books - each element of the EI model is illustrated by stories from the business world and lashings of well-sourced scientific and psychological backup.

A welcome innovation is the inclusion of a few helpful "how-to" tips (on, for example, establishing your vision for the future and setting sustainable goals), which have been lacking in previous books.

How good is this book? Well, it finally convinced me to stump up two grand to become an accredited deliverer of the Goleman/Hay Group Emotional Competence Inventory - their 360 emotional intelligence assessment for leaders and key professionals - and I'm very glad I did.

great leadership insights, 13 Aug 2003
Have been looking for ideas about leaders and how they work. Some of Goleman's ideas are great, and also help understand how American bosses and leaders work based on those he examines. Another good book on American leaders and leadership is "Working with Americans" (Stewart-Allen, Denslow) which was very humourous and one I dipped in and out of often. An important subject and worth watching the Americans since their trends usually end up here in Europe at some point.

Great Stuff!, 20 Apr 2003
Having already been introduced to the concepts of Emotional Intelligence (EI), I was recommended to read this book by a colleague and I am glad I did. It is practical, contains real detail about the pros and cons of EI (backed up by scientific research) and some excellent tips for implementing the change within yourself, your team and your organisation! If you have an interest in EI then buy this book.

Really good...., 25 Aug 2002
I've read other leadership books but this was the first one I've read based on EQ that also presented some scientific concepts behind leadership development. More detail on the "how to" for team and organisational level leadership would be great. I really enjoyed it and would recommend it.

A Masterwork, 02 Oct 2008
Anyone interested in the philosophy of science and the good practice of science should read this. I have read both the review of Danny of Arabia and Mr P Briody and they do not understand the significance of Kuhn's thesis. This is not a threat to science, science cannot be threatened by something that captures its very essence.

This is how we do science and as a research scientist for now nearly 20 years it is certainly how I see science from the inside. This is not crank philosophy or something from the creationist movement, this is an intelligent discourse. It does not have any hidden relgious agenda. It just states that science is relativistic and science is relativistic, only very bad scientists would ever argue that they know the absolute truth.

More than this it is well written and accessible and it should be read much more widely. It certainly is a clearer view than Popper's and while they are different in some aspects they do not present a completely different view of science. Both agree that certainty does not exist.


Now philosophers don't need to feel bad..., 04 Aug 2008
Philosophy has seen more and more of it's best parts hived off into other subjects. One sometimes gets the feeling this leaves a type of "science envy". Then came Kuhn and took all the pain away...

Kuhn started down this path by looking at Aristotle's physics and asked why something that was so "obviously" wrong could have been conceived by such a brilliant man and not be questioned for such a long time. The obvious answer to anyone with a grasp of history would be that Aristotle wasn't all that smart, an incompetent scientist and that his theories were questioned but being the court philosopher of Alexander the Great, the accepted dogma of both the Abbasid court and the Roman Pope - back by the Holy Inquisition - meant it wasn't exactly decided by the free flow of ideas and once people dared to speak up the Emperor was quickly seen to be sporting no clothes.

Kuhn however "thought outside the box" and said that Aristotle's physics made sense if you work within it's "paradigm" or framework. The problem with this claim is that it didn't. It's main prediction that heavier bodies fall faster is logically false and it was this rather than Gallileo's apocryphal experiments that put the first nail in and it was Newton who gave the last rites. Here is Kuhn's main problem, post-Newton there hasn't been a "revolution" like there was post and pre-Newton. This is why ALL scientists know Newton and most have only a vague idea of Aristotle.

Kuhn tries to make out that there is huge change in particular going from classical mechanics to Relativistic mechanics. Unfortunately he is wrong. He knows enough to realise that the mathematical descriptions really aren't that different and Relativity in an extremely precise sense "contains" Newtonian mechanics. Luckily most of the readers of this book don't know this and so he can resort to waffle. So Relativity is "revolutionary" because in one mass is "constant" and in relativity is it "variable"(btw this isn't true). He claims that physicists only see Newton's work in the context of their own paradigm not as a Newtonian would. Given the education of EVERY physicist this is utterly wrong - you learn Newtonian mechanics first THEN relativistic.

The fact is that as time progresses, there are more and more experimental facts to explain which puts more and more constraints on the theory that can be proposed and not falsified. One also has to also make the distinction between "fundamental" physics and technology. As a fundamental physicist I have one concern building a completely accurate model of reality. Whether it is "useful" is irrelevant, it is it's match against experiment that counts - and to a lesser extent it's logical consistency. On the other hand someone sending a man to the moon would be insane to use quantum field theory and not Newtonian mechanics because he is SOLELY concerned with getting someone to the moon - but note the scientist is the person who can tell the technologist what is safe is to use, what can be ignored and what can't.

Someone here made the comparison between evolution and the path of science and actually that is a good one. The person making it clearly didn't have the first clue about the reality of evolution but evolution is constrained by the physical world and as life evolves it gets increasingly hard to make leaps forward as increasingly a change is going to be suboptimal. It is the same with physics as more and more experimental data flows in, then there are more and more facts you have to describe perfectly. As such there is a definite trend in time - just as there is in evolution - towards more and more accurate descriptions of the real world.

In my experience, Kuhn appeals to exactly three types of people:
1) People who for various reasons - principally an insecurity complex - want to believe that science is "bad" or not "better" than religion, New Age nonsense, or philosophy despite it stunning achievements.
2) People doing what they feel is mediocre work - it may or may not actually be - and are reassured that they simply happen to unlucky enough to be in the "puzzle" phase of their subject and it not a commentary on their ability
3) Management Consultants selling the latest snake oil

If you fall into the above categories you are going to love this book. If you don't you may get something out of the history - there are far better ones out there - but the underlying message is going to annoy you especially if you happen to have a clue about the specifics of what he is discussing.

Mumbo-jumbo works best when least understood., 20 May 2008
Kuhn's ideas are not new, he references Fleck's seminal monographs, but this is an aside. The point is that both Fleck AND Kuhn are just WRONG. The world does go around the sun: this is NOT a paradigm, it is what sensible people refer to as TRUE. As for pre-Copernican's; they were WRONG. If facts are socially constructed, then construct this: No real world-no Kuhn! Worth reading if one wants to understand how garbage manages to pass itself off as intelligent discourse.

Small and perfectly formed: one of the greats of 20th Century Philosophy, 17 Jan 2007
A true classic of twentieth century literature, this wonderful little book, which argues for the contingency of scientific knowledge, deserves space on the bookshelf next to The Wealth of Nations (identifying the contingency of economic wellbeing and value), Hume's A Treatise of Human Nature (causal scepticism), The Origin of Species (the contingency of biological development) and Contingency, Irony and Solidarity (the contingency of language) - along with those perennially confusing continental stalwarts Freddie Nietzsche and Ludwig Wittgenstein, as representing the fundamental underpinnings of modern Relativist thought.

Thanks to the Chomskies, Dawkinses and Sokals of this world, who have cunningly bound perfectly sensible Cognitive and Ethical Relativism to silly Post-Structuralism, proper Relativism has become a dirty word these days.

It may be unfashionable but it's also powerful, and if you want to understand it, and its power, The Structure of Scientific Revolutions - as short and beautifully written a classic of philosophy as you could possibly ask for - is as good a place as any to start.

Following publication of "Structure", Kuhn had a famous public debate with Karl Popper over what counts as science and the way in which science develops over time. Popper had, in The Logic of Scientific Discovery, made the invaluable observation that "verification" as a standard for science is too high, since as a matter of logic an argument based on induction ("since the sun has risen on every day in recorded history, therefore it will rise tomorrow") can never be proven true. The sun rising is a very good example: for all our folksy expectations, current cosmology predicts that there will be a point at some time in the distant future when the sun will explode, and therefore will not rise tomorrow.

In lieu of verification as the scientific gold standard, Popper asserted (seemingly plausibly) that valid scientific theory could be assessed by the lack of any falsifying evidence among the data. The requirement for scientific statements to be "falsifiable" is a useful contribution to the debate: To be of any use, a scientific theory must narrow down from the list of all possible outcomes a set of predicted ones, and rule the rest out. Statements which cannot be falsified by any conceivable evidence don't do that, so fail at science's fundamental task.

Thomas Kuhn's insight was to offer a historian's perspective, and to note that, while that might be theory, that's simply not what science does in practice. Scientific theories are absolutely never thrown out the moment contradictory evidence is observed: the dial is tapped, the experiment re-run, and "numerous articulations and ad hoc modifications of their theory" are devised to eliminate any apparent conflict. Indeed, when the data won't do what it's meant to, sometimes it is the question which is rejected as being irrelevant, and not the answer predicted by the theory.

All this activity takes place inside what Kuhn describes (somewhat inconsistently) as a "paradigm" - a "particular coherent tradition of scientific research". The paradigm governs not only the theory but the education, instrumentation, rules and standards of scientific practice, and is the basis on which the scientific community decides which kinds of questions are and are not relevant to the development of scientific research. A paradigm claims exclusivity over the adjudication of its own subject matter, and one only has authority to pronounce on a scientific problem once one has been fully inducted: evolutionary biologists will not take seriously the biological assertions of fundamentalist Christians, for example. Fundamentalist Christians who take biology exams will fail, and thereby will never be able to authoritatively comment on biological matters.

Paradigms are generally a useful thing for the jobbing scientist, since to her they provide a pre-agreed framework - what Dan Dennett would describe as a "crane" - on which additional scientific research can be undertaken without having, literally, to re-invent the wheel. Kuhn characterises this sort of "normal scientist" as being involved in "puzzle solving" in exactly the sense that one solves a crossword puzzle. You have a framework of rules for how to solve the puzzle; you have problems (the blank spaces on the puzzle) and you empirically obtained evidence (clues) which you manipulate using the rules to produce predictions (or answers), and each newly discovered answer then acts as an additional clue to solve the remaining problems.

Superficially, this all sounds fine, but there are brutal, jagged corals just below the water's surface: Once inside a paradigm it informs your view of the world so thoroughly it is not possible to conduct research outside it. To solve a crossword puzzle, there must first be *some* pre-determined rules of engagement (the same puzzle can be solved, differently, with different sets of rules: a "cryptic" crossword yields different answers for the same boxes, and perhaps even the same clues, to a "quick" crossword. But to solve it one needs to use one or the other). Unlike a crossword, Mother Nature doesn't come with a label saying "cryptic" or "quick". So how do we know which paradigm to use? Can the truth or falsity of the paradigm to be judged, other than in terms of the paradigm itself?

Kuhn says no. This is an immensely powerful idea. Not only does it undermine the certitude many people have about their own ways of life, it seems to opens the door to all the whacky alternatives, with no objective means of choosing between them. So can we really not choose between Radiotherapy and Healing Crystals?

That this might be the case terrifies a lot of people, especially scientists, and Kuhn gets a lot of the blame for this state of unease. Post-Modernism: It's all Kuhn's fault.

But this is surely to shoot the messenger: Kuhn's great contribution is not to say that healing crystals are in (he says nothing of the sort) but to say that the sacred and immutable link between science and truth is out, and we owe it to ourselves to keep an open mind about whatever we believe. After all, the history of science (which is what Kuhn started out writing about) is a long history of frequent revolution. Either all the theories scientists have ever believed up to the current day are baloney, always were, never really counted as science and we're just lucky to be around when the human race has finally got it right - which, to put it mildly, is wishful thinking - or the revolutionary history of science, which no-one disputes, tends to back up what Kuhn is saying.

Science does evolve, through the great algorithm of human discourse, and the dominating theories through time will tend to be the ones which most of us are persuaded work the best for us (whether we're right or not is really beside the point). What persuades in Tehran may differ from what persuades in Texas. All Thomas Kuhn cautions against is either side taking its own position as a given.

His enterprise is therefore fundamentally democratic - placing epistemological legitimacy in the hands of the entire community, as contingent and random as it may be from time to time, and not a self-selecting, self perpetuating elite.

One thing economic theory tells us is that concentrating economic control in a small part of the population (as in a monopoly) generally works out worse for everyone except the monopolist. There's no reason to suppose that concentrating intellectual authority should be any different.

In the Western Hemisphere - outside the Grateful Dead tour circuit, at any rate - intellectual authority mostly resides with established science, but it has to work - literally - to earn our respect.

The anti-Kuhn brigade like Richard Dawkins may not like that sort of accountability but, not being a scientist, I do.

Olly Buxton

Good, but be prepared to read between the lines., 07 Aug 2000
Hi,

As anyone who invests the time to study the customer responses below will see, Kuhn has a lot of fans. I myself read the Structure of Scientific Revolutions back in my early student days, and at the time I was inclined to look on it quite favourably. Recently however, I decided to reread it, and now am no longer sure that I holds any philosophical water. Personally I would still say read this book - but do not accept everything it says uncritically - much of the underlying philosophical basis of the argument (the incommensurability of paradigms, the relationship between observation and theory, etc) is open to question.

Kuhn is also subject to multiple interpretations as a quote from below demonstrates:

(Gdyas) "Kuhn is NOT arguing that anything that silly socio-psychobabble that all science is colored by personal perspective, and therefore faulty. What Kuhn doing is making the essential connection between the immutable fact and the people discovering and interpreting it. Scientists collect facts and build from them an idea of how things work as a whole. This is what he calls a paradigm. It thoroughly describes our reality as we have thus far been able to describe it. BUT: when a fact is discovered that does not fit this paradigm, the reality itself is discarded, and after a bit of chaos, a new paradigm is installed. Thus, science uses fact to produce a way of interpreting the world that more and more closely approximates reality"

From my reading of Kuhn, I would regard the last sentence in particular as highly questionable as a summary of his views. Kuhn himself wrote:

"One often hears that successive theories grow ever closer to, or approximate more and more closely to, the truth. Apparently generalizations like that refer not to the puzzle-solutions and the concrete predictions derived from a theory but rather to it's ontology, to the match, that is, betwen the entities with which the theory populates nature and what is 'really there' ... There is I think no theory-independent way to reconstruct phrases like 'really there'. The notion of match between the ontology of a theory and its 'real' counterpart in nature now seems to me illusive in principle."

Many philosophers have commented after studying his work that there seem to be two Kuhn's - a moderate Kuhn who merely wishes to point out the extent to which our preconceptions can influence scientific theory choice and a more radical Kuhn who wishes to argue that our preconceptions are all there are. The problem of determining which Kuhn is the real Kuhn strikes me as a somewhat thankless task - I certainly would not like to attempt it. I do however, know that there are a number of points where I would disagree with the latter Kuhn - an instance of which being the degree to which the paradigm you are in shapes your perception of theory. Tom Maudlin expresses it better than I could,

"If presented with a moon rock, Aristotle would experience it as a rock, and as an object with a tendency to fall. He could not fail to conclude that the material of which the moon is made is not fundamentally different from terrestial material with respect to its natural motion. Similarly, ever better telescopes revealed more clearly the phases of venus, irrespective of one's preferred cosmology, and even Ptolemy would have remarked on the apparent rotation of a Foucault pendulum. The sense in which one's paradigm may influence one's experience of the world cannot be so strong as to guarentee that one's experience will always accord with one's theories, else the need to revise theories would never arise."

However for those who disagree with Tom here, I will close with the following enquiry from another good book 'Intellectual Impostures' by Sokal and Bricmont (from which the Maudlin quote was also taken):

"Research in history, and in particular in the history of science, employs methods that are not radically different from those used in the natural sciences: studying documents, drawing the most rational inferences, making inductions based on the available data, and so forth. If arguments of this type in physics and biology did not allow us to arrive at reasonably reliable conclusions, what reason would there be to trust them in history? Why speak in a realist mode about historical categories, such as paradigms, if it is an illusion to speak about scientific concepts (which are in fact much more precisely defined) such as electrons or DNA?"

I liked "The Structure of Scientific Revolutions" - I think it is a book everyone should read at some point in their lives. Read, enjoy, and think. But especially the last of these three, and whatever you do don't (as some people who should know better are inclined to do) just name-drop it as some sort of infallible authority.

Cheers.

By far, the best book I have read this year!, 16 Nov 2008
If you want to change the world, or change your bit of it, this is the book for you!

Seth Godin focuses on the role that LEADERSHIP plays in change and makes some powerful observations about the difference between MANAGEMENT and LEADERSHIP. Management is about maintaining stability, about perpetuating the status quo, it is about ensuring that things are done the same way that they have always been done. It is about avoiding change. For managers, change equals risk. Leadership, on the other hand, is about creating change that people can believe in. Leadership doesn't avoid change, it thrives on it. For leaders, change equals opportunity.

The book is incredibly well written. It feels as if every page has been handcrafted. Some many find the lack of chapters disconcerting. For me, it just helped the whole flow of the book. Ironically, it almost reads as a set of blog entries (no surprise for anyone that has read "Small is the new Big" or Seth's blog). I find it amusing that many said that the online world would kill off traditional publishing. Well, here is an example of the online world inspiring traditional publishing!

It is very easy to read. I read it in a couple of sittings and the only thing that slowed me down was the fact I made so many notes in it! I highly recommend it. If you are interested in leadership, then you MUST read this book. You will not be disappointed.

I wish I could think and write like Seth Godin. However, I suspect the only thing we have in common is our initials! Great book. Inspiring reading. Thank you, Seth.


Learn how to become a Tribal Leader, 09 Nov 2008
Tribes is the newest addition to Seth Godin's ongoing work of easily readable ideas on "Changing The World". Godin uses a number of real world examples and a number of short stories to underpin the ideas within Tribes. There is nothing in the book, that many of us don't already know, at least on a subconscious level. In certain situations, we must find the initiative to lead. Many of us lead tribes, even if we don't always see it that way.

The book begs the reader into thinking about how we can all challenge the status quo. Both, in our everyday personal and professional lives by taking the lead. Godin is a master at dusting off conventional concepts and presenting them in an enlightening and refreshing new way. He demonstrates the importance of not only leading a tribe of followers, but also nurturing the relationships within it. One of the most powerful aspects of the book is how it is written to speak directly to the reader.

Tribes, is not written as a conventional book with chapters. The book is written more in the style of a conversation, resulting from ideas and conversations from Godin's blog. The book is a essentially a collection of those thoughts, presented beautifully in print. The book is a quick read and does inspire the reader to look at ways where he/she can make a real difference and empower groups of people.

Controversially, Godin describes most people within organisations as "sheepwalkers," those who "have been raised to be obedient" and those that are comfortable "with brain-dead jobs and enough fear to keep in line." For at least a few, leadership brings empowerment and brings opportunities to challenge traditional ways of doing things for the better.

There is a feeling that Godin is in fear. Fear of a world without "everyday" leaders who continue to change things for the better. These everyday leaders are not big CEO's, but rather people like you and me. The book is indeed a call to action.
Godin cites five different reasons as to why people should look for everyday opportunities to lead:

1. "Everyone in an organisation, not just the boss is expected to lead".
2. [Today] "it's easier than ever before to change things [and] individuals have more leverage than ever before". Especially, with tools such as Facebook and Twitter
3. Individuals, and their organisations that "change things and create remarkable products and services" are rewarded in the marketplace.
4. Change is a catalyst and can empower each of us to do something truly remarkable. It is "engaging, thrilling, profitable and fun,".
5. Finally, there is a "tribe" of other people waiting for a leader, "to connect them to one another and lead them where they want to go."

Godin states that, 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." Powerful leaders connect members of a tribe by a common interest (e.g. by sharing a passionate goal), and a determination to create things that did not exist before.

Don't be fooled into thinking, Tribes is a technical manual, or a practical step-by-step guide. Because while it encourages you to "lead", it doesn't go into specifics, (which is a good thing). Godin challenges the reader to accept full responsibility for becoming a tribal leader.

"No one gives you permission or approval or a permit to lead, You can just do it. The only one who can say no is you."

Critics may argues that the book lacks "concrete data". However, long time Seth Godin readers will understand that his books are a presentation of ideas. Ideas that spread and win. Tribes is no different. The book could also be criticised for being too short. However, it is extremely well written and in my opinion the right size for the material it covers.

After reading the book, I was left thinking that Tribes was Volume 1. Certainly, another book could soon be followed up. For example, what effects are realised, when tribes collaborate with other tribes forming a "Super Tribe"? Or, what does the leader do when his role is challenged within the tribe?

It's hard to escape the religious metaphors in the book. References to "heretics" and "fundamentalists" echo throughout. In centuries passed, heretics were burned for their religious views. However, in Godin's 21st Century world, heretics may just be the ones that save us from an unremarkable world.

Overall, Tribes is an inspiring read and well worth adding to your Seth Godin collection! Get your copy of Tribes from Amazon

[UPDATE]

Seth was kind enough to answer my three quick questions below:

Q. What inspired you to write Tribes?

A. I see a world where just about everyone is pushed to conform, to fit in, to do what we're told. A workforce filled with sheepwalkers... at the same time, I see people desperately in search of leadership, eager to be connected and to matter. I was hoping to point those two things out and encourage people to take a breath and lead.

Q. How does Seth Godin spend his day?

A. I write, answer email, bother people, notice things, and run my company, Squidoo and my closed online site, triiiibes.

Q. For readers who haven't read Tribes, can you explain the general themes of the book and why you think everyone should buy it?

A. The best thing to do is visit squidoo and see what other people had to say!

Why everyone is now - or can be - a leader but only if...., 05 Nov 2008

Seth Godin's books and blog provide a wealth of information, observations, opinions, and (especially) challenges that can help others to overcome what James O'Toole so aptly characterizes as "the ideology of comfort and the tyranny of custom." In this, his most recent book, he urges his reader to consider and then take full advantage of unprecedented opportunities to become a leader. He cites five different but related reasons: "everyone in an organization - not just the boss - is expected to lead," in today's workplace "it's easier than ever before to change things [and] individuals have more leverage than ever before," those and their organizations that "change things and create remarkable products and services" are rewarded in the marketplace, change initiatives are "engaging, thrilling, profitable and fun," and most of all, there is a "tribe" of other people waiting for a leader "to connect them to one another and lead them where they want to go."

In this context, I am reminded of a passage from Lao-Tzu's Tao Te Ching:

"Learn from the people
Plan with the people
Begin with what they have
Build on what they know
Of the best leaders
When the task is accomplished
The people will remark
We have done it ourselves. "

This is precisely what Godin has in mind when asserting that great leaders "create movements by empowering the tribe [i.e. those with a shared interest] to communicate. They establish the foundation for people to make connections, as opposed to commanding people to follow." The communication to which he refers is between and among the leader and members of a tribe who are connected by a shared interest, a common cause (i.e. "a passionate goal"), and a determination to create things that did not exist before, to achieve something that could happen but hasn't yet. Godin stresses the need for leaders with imagination. In the words of George Bernard Shaw, those who "dream things that never were and say why not."

In his recently published book, Iconoclast, Gregory Berns examines a number of leaders, each of whom was a "breaker or destroyer of images," who in recent years accomplished what others claimed could not be done. When doing so, these modern iconoclasts attacked orthodox beliefs and, in some cases, institutions. "The overarching theme of this book is that iconoclasts are able to do things that others say can't be done, because iconoclasts perceive things differently than other people." Berns goes on to explain that the difference in perception "plays out in the initial stages of an idea. It plays out in how their manage their fears, and it manifests in how they pitch their ideas to the masses of noniconoclasts. It is an exceedingly rare individual who possesses all three of these traits." One of Godin's most important points is that almost anyone can be an iconoclast if she or he creates a movement by empowering a tribe and motivating its members to attack and then destroy the status quo, meanwhile connecting them to each other to leverage their combined strengths.

I agree with Godin that leaders "make a ruckus." So did Alcibiades' drunken seamen who, while ashore and roaming the streets of Athens late one night, smashed sacred icons. But they were vandals, not leaders. They comprised a mob. It is important to keep in mind that Godin's "tribe" is not a mob, nor is it a crowd. "A crowd is a tribe without a leader. A crowd is a tribe without communication." It is easy to collect a crowd. The objective, Godin, suggests, is to create a tribe. Will it be easy? Of course not. That requires more time and effort to motivate, connect, and leverage its members. Also, it is necessary for leaders to overcome fear, not of failure but of blame. "We chose not to be remarkable because we're worried about criticism." Recent research conducted by the Gallup Organization indicates that 29% of the U.S. workforce is engaged (i.e. loyal, enthusiastic, and productive) whereas 55% is passively disengaged. That is, they are going through the motions, doing only what they must, "mailing it in," coasting, etc. What about the other 16%? They are actively disengaged in that they are doing whatever they can to undermine their employer's efforts to succeed. They have a toxic impact on their associates and, in many instances, on customer relations.

Godin would describe the passively disengaged as "sleepwalkers," those who "have been raised to be obedient" and are comfortable "with brain-dead jobs and enough fear to keep in line." For at least some of them, leaders provide the will to make something better happen. (I could be wrong but I doubt if he would characterize actively disengaged as "heretics." That is, those who are "engaged, passionate, and more powerful and happier than anyone else.") Those whom Godin calls to action are chalenged to threaten the status quo, demonstrating what Joseph Schumpeter describes as "creative destruction." With effective leadership, they support and are supported by their tribe to achieve, together, beneficial change whereas the actively disengaged seek only disruption and destruction.

In my opinion, this is Seth Godin's most important book thus far because he challenges his reader to accept full responsibility for becoming a tribal leader of principled and productive agents of positive change. "No one gives you permission or approval or a permit to lead, You can just do it. The only one who can say no is you." But he doesn't stop there. He also challenges his reader to share his book with others. "Ask them to read it. Beg them to make a choice about leadership. We need them. We need you. Spread the word. Thanks."

Now what? I presume to suggest that you read this book. Then what? That's up to you.

Inspirational, 29 Oct 2008
Seth Godin has written a short, inspirational book about leadership, communities and change. The book won't give you many concrete tools or approaches on how to become a leader or effect change in your organization, but it does inspire you to become a leadership figure and find your tribe.

Throughout the book Godin skillfully diss