Feb, 2018

The Big Idea: In today’s world, where geography doesn’t matter, tribes are thriving. Tribes are about connection and caring. Leaders of tribes build connection and caring into the tribe.

• Human beings need to belong.
• You can’t have a tribe without a leader, so learn about leadership.
• Everyone is expected to lead.
• Geography used to restrict the boundaries of tribes but the internet changed that.
• Leadership is pulling, not pushing.
• It’s better to make the rules than to follow them.
• Leadership is not management. Management is getting things done. Leadership is about creating change and inspiring people.
• Leaders are not afraid of change.
• Authority does not equal leadership.
• Two things to turn a group into a tribe: shared interest, a way to communicate.
• A leader of a tribe encourages members to communicate with each other.
• Tribes aren’t about stuff. They are about connections, in the context of a shared interest.
• A crowd is a tribe without a leader and without communication.
• An artist needs 1,000 true fans. A corporation needs more than 1,000 but fewer than it thinks. True fans are much more important than average customers.
• Real leaders give back generously to their tribe and help the tribe grow closer.
• Change is made by acting first and asking for forgiveness later.
• The best followers are not blind sheep but vibrant fanatics.
• One person with a persistent vision can make changes happen.
• Industries don’t die by surprise. The signals are always there.
• Life is too short to be unhappy and mediocre.
• Publish a manifesto, connect with followers, encourage followers to connect with each other.
• It’s powerful to exclude outsiders.
• Be willing to be wrong. Being wrong isn’t fatal.
• The big win for nonprofits is turning donors into patrons and activists. Encourage donors to network and volunteer. And vice versa.
• Caring is the emotion at the center of the tribe. Members of a tribe care about the tribe and each other.
• The secret of effective leadership is to first listen deeply.
• Success and change happen a little at a time. Drip, drip, drip. It takes time.
• You can’t bring permanent change in from the outside.
• Real leaders don’t care about who gets the credit. There’s no record about Martin Luther King, Jr., or Gandhi whining about credit.

The Big Idea: The presence of cognitive biases means we don’t always act rationally. Cialdini outlines six weapons of influence which can be used to influence behavior. Even if you aren’t a salesperson, you are a consumer so it’s good to be aware.

1. Reciprocation

• We tend to reciprocate a favor, even if it is unsolicited.
• Start by asking for a large favor and then expect a concession to the real favor you want.
• Selling down works better than selling up.

2. Commitment and Consistency

• After making an initial choice, we tend to stand by that choice over time. People usually don’t switch sides after they have committed.
• In a debate, start with a small area of agreement or concession and build from there. People want to stay consistent.
• We are more consistent in our commitment if we did it for our own purpose rather than from external reward or pressure.
• Bribing children doesn’t work.

3. Social Proof

• People like to follow the crowd (of people like them or people they want to be.)
• Examples: canned laughter, tip jars, Jonestown, peer learning, bystander effect.

4. Liking

• People want to please others whom they like.
• Attractive people are more persuasive.
• People like others who are similar to them.
• Compliments and flattery work.
• Familiarity increases persuasiveness.
• Establish a connection between your product and an attractive or winning person.

5. Authority

• We obey authority mindlessly in many cases.
• Titles, uniforms, and appearances convey authority.

6. Scarcity

• Losing something is more painful than gaining something.
• Something that is hard to obtain is more valuable than something that is easier to obtain.
• People fight fiercely to retain something they worked for.
• Sometimes it’s better to be censored than publicized. (Eg. Some “secret information” the industry doesn’t want you to know.)
• Indifference towards a lover becomes passion when a rival appears.
• Scarcity+rivalry drives up prices in bidding wars. Always mention a rival buyer when selling something.

The Big Idea: High potential people stumble in their careers most often because of a lack self-awareness of their own strengths and weaknesses. Fantastic advice in this book.

• The five archetypes of high potential people who stumble:
  • Captain Fantastic: high performer but terrible interpersonal skills
  • Solo Flier: high performer when working by himself but doesn’t know how to lead
  • Version 1.0: high performer but resistant to change
  • One-Trick Pony: high performance limited to one skill
  • Whirling Dervish: lots of potential but can’t manage time or projects
• Many high performers are completely unaware of their weaknesses.
• The book has specific advice and tools to help address weaknesses that could derail a career.
• High performers: love learning, have high emotional intelligence, and have lots of perseverance.
• High performers have a growth mindset (Carol Dweck.)
• Understand what motivates you and find the right job and organization for you.
• Five key motivations: achievement, affiliation, power, autonomy, and purpose.
• No one is going to care as much as you about your own development. Seek knowledge, feedback, and mentoring.