The three blogs that I am currently following are HOLOS (written by Neil Croft) , John Thackara, and DO - The Encouragement Network.
Neil Croft's blog looks at pertinent information on leadership and our world today, promoting his business HOLOS that holds a team of specialists and culture coaches who have been training other diverse leaders on change leadership. Category topics within leadership include authenticity, innovation, personal development, and society.
John Thackara is a seasoned writer, curator and editor who has traveled the world in search of interesting stories on sustainability and design, realized in diverse communities working towards future wellbeing. The blog is quite diverse with topics including locality & place, learning & institutions and design areas within food systems, mobility, social innovation, transition, art and development.
The DO Blog has a load of information from the latest news to workshops, lectures and podcasts - basically all the resources you need to get inspired and creating. Do - The Encouragement Network has a simple idea: people who are "doers" can inspire the rest of us from their story, leading to a chain effect of us "doing" things that inspire others.
In Neil Croft's Holos Blog post, "Obedience is dangerous for organisations", he looks at what Tribal Leadership noted about "unlearning" the characteristics that were ingrained with us from parenting and schools. Obedience and an unwillingness to challenge authority is something we pick up, get good feedback for doing, but what ultimately kills a business. Croft believes that the most significant indicator of a major crisis in a culture is the unwillingness to challenge one another -- be it colleagues, line managers, bosses or processes. As both sources point out, to minimize the risk of catastrophic failure, stagnation and poor decisions is to encourage and enable people at ALL levels of the culture/organization to challenge the ways that things are done and are being done. This brings in a diverse perspective that, as given examples in the book have shown, clean out all the weeds found in any forward moving idea, and especially from all angles. This saves time, resources and energy by nipping the bud at the start, instead of waiting to deal with the bigger mass of issues later. Croft also adds a good point that nothing is "safe" in consistency and procedure as every sector in industries, if not actively "disrupting" is BEING disrupted. There is no stop to change, therefore change is an essential integration into the longevity and sustainability of a company and its longterm success.
In Thackara's blog post "Interview: Signals of Transformation and How to Read Them" on an interview he did for a new book How to Thrive, he is asked how he sees the world, the next economy and discussions of transformation of humanity into a new story. In this post, Thackara has many points that align with concepts written on in Tribal Leadership. Much like the book defining the difference between "goal" and "outcome", Thackara compares looking at the "present moment" versus "vision". I believe he holds the same idea of "present" as "outcome", as he notes the importance that current actions and outcomes are to making change happen now, not only the visions that can seem very utopian. It is for him about looking for the now solution into creating a new relationship, new "story" between the manmade world and the biosphere that we are a part of. He also mentions a similar concept to Tribal Leadership's value driven culture and business. Thackara looks at this from a design perspective, advocating the approach to design as one based on reconnection not just with us, but to others and the many living systems that depend on the life of our world. Both perspectives hold a shared purpose that is generated on the Stage Five working values, "life is great". Values are connecting all networks in place where they can contribute. It is bigger than the "I" and the "we", it just is. The last point is Thackara's take on the world "resilience", which seemed to match the idea of "triad networking" in Tribal Leadership. He says that resilience is about connections -- between others, and between people and places. He believes in these smaller actions that occur in networking that transform and "disrupt" the mainstream, guiding the bigger picture. Efforts that are connected together in networks make a huge difference. In the book it is also emphasized as so. Networking into triads (groups of three or more), is a more effective networking practice that brings in diverse perspectives and backgrounds that can contribute to the finding of overlapping values and common ground. I will leave Thackara's post with this quote in mind that he ended with, much in connection to the book, "A simple change of language is a good start! Every time we contemplate an action, ask whether this action will 'do less harm' or which is transformational 'leave things better than they are'" (Stage Five).
In the Encouragement Network's Do Blog, "Culture Lessons From ustwo", it looks at the ustwo digital agency + more firm, which instills many of what Tribal Leadership talks about. They describe themselves in a "we" tone that reaches well into the realms of reaching Stage Five, considering themselves as a tight knit "fampany" that pushes the boundaries of what is possible in the true potential of digital and to explore it. They believe in creating experience that give genuine utility and value, and therefore can transform people's life for the better. They have an understanding of diversity in their culture and the benefits of encouraging entrepreneurial thinking from every member, as it helps attract and retain talent within the firm, and gives all a feeling of being a part of something bigger. The goal for the firm is to have every member driving the business forward, and to hold the purpose of "unleashing collective genius". This was a nice reflection to look at another example of a company that works on the principles of Tribal Leadership Stages Four and Five. It is also a post made yesterday, which shows that these values are still alive and applicable today.