It’s a fact of life: birds flock, fish school, people “tribe.” Malcolm Gladwell and other authors have written about how the fact that humans are genetically programmed to form “tribes” of 20-150 people has proven true throughout our species’ history. Every company in the word consists of an interconnected network of tribes (A tribe is defined as a group of between 20 and 150 people in which everyone knows everyone else, or at least knows of everyone else). In Tribal Leadership, Dave Logan, John King, and Halee Fischer-Wright show corporate leaders how to first assess their company’s tribal culture and then raise their companies’ tribes to unprecedented heights of success. In a rigorous eight-year study of approximately 24,000 people in over two dozen corporations, Logan, King, and Fischer-Wright discovered a common theme: the success of a company depends on its tribes, the strength of its tribes is determined by the tribal culture, and a thriving corporate culture can be established by an effective tribal leader. Tribal Leadership will show leaders how to employ their companies’ tribes to maximize productivity and profit: the author’s research, backed up with interviews ranging from Brian France (CEO of NASCAR) to “Dilbert” creator Scott Adams, shows that over three quarters of the organizations they’ve studied have tribal cultures that are adequate at best.

The New York Times, BusinessWeek, and Wall Street Journal Bestseller that redefined what it means to be a leader. Since it was first published almost a decade ago, Seth Godin's visionary book has helped tens of thousands of leaders turn a scattering of followers into a loyal tribe. If you need to rally fellow employees, customers, investors, believers, hobbyists, or readers around an idea, this book will demystify the process. It's human nature to seek out tribes, be they religious, ethnic, economic, political, or even musical (think of the Deadheads). Now the Internet has eliminated the barriers of geography, cost, and time. Social media gives anyone who wants to make a difference the tools to do so. With his signature wit and storytelling flair, Godin presents the three steps to building a tribe: the desire to change things, the ability to connect a tribe, and the willingness to lead. If you think leadership is for other people, think again—leaders come in surprising packages. Consider Joel Spolsky and his international tribe of scary-smart software engineers. Or Gary Vaynerhuck, a wine expert with a devoted following of enthusiasts. Chris Sharma led a tribe of rock climbers up impossible cliff faces, while Mich Mathews, a VP at Microsoft, ran her internal tribe of marketers from her cube in Seattle. Tribes will make you think—really think—about the opportunities to mobilize an audience that are already at your fingertips. It's not easy, but it's easier than you think.

Traces the life and achievements of one of modern America's first female elected tribal leaders, describing her half-Seminole heritage, her determination to acquire an education and her contributions as a community activist.

A Guide to Tribal Employment is a practical analysis of the law, policies, and practices used by tribal government and tribal enterprise employers. This book focuses on the application of tribal, state, and federal employment laws. Moreover, the Guide applies tribal self-determination, sovereignty, and immunity to the employment process. The Guide addresses employment disputes, unique employment issues in tribal gaming, and the unique policies used by tribal employers. The Guide’s question-answer format will help tribal administrators, human resources personnel, and tribal leadership better understand the interesting and important questions relating to tribal employment.

"If you want to be successful, it is this simple. Know what you are doing, love what you are doing. And believe in what you are doing." -- Will Rogers When Chad Smith became Principal Chief, the Cherokee Nation was a chaotic and dysfunctional entity. By the end of his tenure, 12 years later, the Nation had grown its assets from $150 million to $1.2 billion, increased business profits 2,000 percent, created 6,000 jobs, and dramatically advanced its education, language, and cultural preservation programs. How could one team influence such vast positive change? The Cherokee Nation's dramatic transformation was the result of Smith's principle-based leadership approach and his unique "Point A to Point B model"--the simple but profound idea that the more you focus on the final goal, the more you will accomplish . . . and the more you will learn along the way. In other words, "look at the end rather than getting caught up in tanglefoot." In Leadership Lessons from the Cherokee Nation, Smith combines Cherokee wisdom handed down from generation to generation with a smart leadership approach that takes today's very real issues into consideration. He explains why this leadership approach works and how you can apply it to your own organization, whether business, government, or nonprofit. Learn all the lessons that drive powerful leadership, including how to: Be a lifelong learner Solve problems with creativity and innovation Recruit and develop strong leaders Delegate wisely Act with integrity and dignity Don't be distracted from your objective Lead by example More than a simple how-to leadership guide, Leadership Lessons from the Cherokee Nation offers a holistic approach to the subject--how to become a powerful leader inside and direct your energy outward to accomplish any goal you set your mind to. Praise for Leadership Lessons from the Cherokee Nation: "These are lessons that can be applied to every organization. Principal Chief Smith's book on leadership is sound and provides steps for every business and organization to improve." -- Frank Keating, President and CEO, American banker's Association, and former Governor of Oklahoma "An indelible chronicling of time-proven elements for tribal and organizational success; just as applicable today as they were a thousand years ago." -- Jay Hannah, Cherokee Citizen, Executive Vice President of Financial Service, BancFirst, and former Chairman of the 1999 Cherokee Constitution Convention "A remarkable account of how the Cherokee Nation reached a pinnacle of success by incorporating common elements of planning, group action, and sharing credit for that success." -- Ross Swimmer, former Principal Chief of the Cherokee Nation 1975-1985 and former Assistant Secretary for Indian Affairs, US Department of the Interior "Chief Smith shares stories with lessons that work in business; it is not where we are, but where we aspire to go that counts." -- Harold Hamm, Chairman and CEO, Continental Resources, Inc. "Chief Smith shares from a Cherokee perspective how to get from where you are to where you want to go." -- Archie Dunham, Independent Non-Executive Chairman, Chesapeake Energy, and former Chairman, ConocoPhillips "Outlines the reasons for the Nation's amazing growth and stability during [Chief Smith's] term. His principles of organization, leadership, and caring make sense; they work in all organizations." -- David Tippeconnic, CEO, Arrow-Magnolia International, Inc., and former President and CEO, CITGO Petroleum Corp.

Shaykh Mithqal al-Fayiz's life spanned a period of dramatic transformation in the Middle East. Born in the 1880s during a time of rapid modernization across the Ottoman Empire, Mithqal led his tribe through World War I, the development and decline of colonial rule and founding of Jordan, the establishment of the state of Israel and the Arab-Israeli conflict that ensued, and the rise of pan-Arabism. As Mithqal navigated regional politics over the decades, he redefined the modern role of the shaykh. In following Mithqal's remarkable life, this book explores tribal leadership in the modern Middle East more generally. The support of Mithqal's tribe to the Jordanian Hashemite regime extends back to the creation of Jordan in 1921 and has characterized its political system ever since. The long-standing alliances between tribal elites and the royal family explain, to a large extent, the extraordinary resilience of Hashemite rule in Jordan and the country's relative stability. Mithqal al-Fayiz's life and work as a shaykh offer a notable individual story, as well as a unique window into the history, society, and politics of Jordan.

Ken Blanchard’s Leading at a Higher Level techniques are inspiring thousands of leaders to build high-performing organizations that make life better for everyone. Now, in Helping People Win at Work, Blanchard and WD-40 Company leader Garry Ridge reveal how WD-40 has used Blanchard’s techniques of Partnering for Performance with every employee--achieving levels of engagement and commitment that have fortified the bottom line. Ridge introduces WD-40 Company’s year-round performance review system, explaining its goals, features, and the cultural changes it requires. Next, he shares his leadership point of view: what he expects of people, what they can expect of him, and where his beliefs about leadership and motivation come from. Finally, Blanchard explains why WD-40 Company’s Partnering for Performance system works so well--and how to leverage its high-value techniques in your organization. In this book, you’ll learn how to: · Stop building failure into your mentoring of employees · Set goals using the SMART approach: specific, motivational, attainable, relevant and trackable · Help people move through all four stages of mastery · Create a culture that shares knowledge and encourages nonstop learning “I’m thrilled that the first book in our Leading at a Higher Level series is with Garry Ridge, president of WD-40 Company. For years I’ve been concerned about how people’s performance is evaluated. People are often forced into a normal distribution curve, or even worse, rank ordered. Not only does this not build trust, it also does not hold managers responsible for coaching people and helping them win. The manager’s responsibility is focused on sorting people out. When I was a college professor, I always gave my students the final exam at the beginning of the course and spent the rest of the semester helping them answer the questions so that they could get an A. Life is all about getting As, not some stupid normal distribution curve. Garry Ridge got this, and wow! What a difference it has made in WD-40 Company’s performance.” --Ken Blanchard “When I first heard Ken talk about giving his final exam at the beginning of the course and then teaching students the answers so they could get an A, it blew me away. Why don’t we do that in business? So that’s exactly what I did at WD-40 Company when we set up our ‘Don’t Mark My Paper, Help Me Get an A’ performance management system. Has it made a difference? You’d better believe it. Ever since we began the system, our company’s annual sales have more than tripled, from $100 million to more than $339 million. And we’ve accomplished this feat while making the company a great place to work.” --Garry Ridge