Ever wondered about the hidden power of tribes within organizations, their unique cultures, and the leaders who shape them? Curious about how organizations like Griffin Hospital and Amgen transitioned from despair to success by changing their tribal culture? Intrigued by the idea of fostering a 'life is great' mindset in the workplace? Discover the power of Tribal Leadership and how it can transform your organization into a high-performing and thriving entity.

Tribal Leadership

Every organization, much like a small town, is made up of tribes, each embodying a unique culture. These tribes, typically ranging between 20 and 150 people, naturally form and operate on a set of shared values and language. Robin Dunbar’s research, popularized by Malcolm Gladwell, suggests that when a tribe reaches around 150 members, it divides into smaller tribes.

In essence, tribes are the foundational building blocks in any large human effort, including corporations. They determine the success of leaders, quality of work, and overall performance. Some tribes strive for excellence, constantly evolving, while others do just enough to get by. The key to their performance lies in the Tribal Leaders—those who focus on enhancing the tribal culture. These leaders inspire loyalty, drive productivity, and set industry standards.

A historical example of a Tribal Leader is George Washington, who transformed thirteen diverse colonies into a united nation by fostering a sense of common identity and purpose. This transformation was facilitated through shared language and values, a core principle of Tribal Leadership.

The authors conducted a decade of research involving 24,000 people across various organizations worldwide. They emphasize that tribes emerge from the language and relationships among people. Tribal Leaders know how to subtly shift this language to foster a stronger, more unified tribe.

One modern example of Tribal Leadership is Griffin Hospital in Derby, Connecticut. Once struggling with low patient satisfaction and an outdated facility, Griffin transformed into a top-ranked hospital under the leadership of CEO Patrick Charmel and VP Bill Powanda. Their approach involved engaging the staff in the hospital’s vision, encouraging them to design a patient-centered care model. This shift from a failing institution to a thriving one was driven by fostering a culture of excellence and collaboration.

Tribal cultures can be categorized into five stages:
1. Stage One: Representing around 2% of professionals, this stage is characterized by despair and hostility, resembling the mindset of street gangs or prison inmates.
2. Stage Two: Making up 25% of workplace tribes, this stage features passive antagonism and resigned sarcasm, often seen in bureaucratic environments.

3. Stage Three: Dominating 49% of workplace tribes, individuals here are self-focused, seeking personal success over collaboration.
4. Stage Four: Comprising 22% of workplace tribes, this stage is marked by genuine partnerships and shared values, with a focus on collective success.
5. Stage Five: Rare and representing less than 2% of tribes, this stage is about infinite potential and global impact, characterized by pure leadership and innovation.

Tribal Leaders can move tribes through these stages by changing the language and relationships within the tribe. For example, Charmel and Powanda at Griffin Hospital spent significant effort building relationships and facilitating staff involvement in decision-making, resulting in a high-performing, collaborative culture.

Ultimately, the goal of Tribal Leadership is to create organizations where the best people want to work and make an impact. By using specific leverage points to unstick tribal stages, leaders can foster more effective, less stressful, and more enjoyable workplaces. This journey involves understanding the language and customs of each stage, moving oneself and others forward, and building a supportive network. The result is a tribe that not only achieves its goals but also continuously evolves and thrives.

Can Tribal Leadership Transform Your Organization into a High-Performing Powerhouse?

Meet Frank Jordan, a man who grew up facing immense adversity. At ten, his mother died, and he bounced around different homes in San Francisco. At twelve, he found refuge in a Boys & Girls Club, which steered him away from potential pitfalls and eventually led him to remarkable roles as San Francisco's chief of police and mayor. Now, at seventy-one, he’s a Tribal Leader at the Gordon and Betty Moore Foundation.

Jordan's life is a testament to resilience, and he never gives up on anyone, especially those at Stage One—a state where people believe "life sucks." Though Stage One includes less than 2% of American professionals, it’s a prevalent issue in society. Stage One is characterized by a sense of hopelessness, where people feel life is fundamentally unfair and act accordingly. Frank Jordan understands this firsthand and works tirelessly to help individuals see that they have a choice, a concept often alien to those in Stage One.

Jordan's approach involves empathy and sharing his own story of overcoming adversity. He recalls friends who fell into crime and violence, emphasizing how easy it is to slip into the wrong crowd or a Stage One tribe. He reaches out to troubled youths, guiding them toward positive environments like the Boys & Girls Clubs, where mentorship can pivot their path away from gangs and drugs.

In Chicago, prosecutors Tom Mahoney, Charise Valente, and Brian Sexton tackle Stage One from a different angle. They confront gang culture, understanding that many gang members come from families with a history of crime and lack positive role models. These prosecutors recognize that intelligence isn’t lacking in Stage One; rather, it’s often misdirected into intricate criminal activities. They are passionate about their work but face the harsh reality that many youths feel trapped in a cycle of crime and incarceration.

Stage One is marked by despairing hostility, where values and morals seem irrelevant because life is perceived as fundamentally flawed. People at this stage often end up in prisons or gangs, reinforcing their belief that life sucks. However, Frank Jordan’s philosophy offers a glimmer of hope: emphasize choice. By showing that there are alternatives and that life can be different, he helps individuals shift from "life sucks" to "my life sucks," a critical step toward progress.

This shift involves recognizing that while life might work for others, it doesn’t for them—yet. It's a move from feeling alienated to acknowledging personal struggles. Encouraging those at Stage One to engage with others and notice positive aspects of life can help them transition to Stage Two, where they feel less hostile and more apathetic—a significant improvement.

The journey out of Stage One is challenging but possible. It requires patience, understanding, and the belief that change is achievable. Frank Jordan’s and the Chicago prosecutors' stories highlight the importance of empathy, choice, and community in transforming lives stuck in Stage One. Through their efforts, they illuminate a path forward, offering hope to those who feel life has nothing to offer.

Rescuing Hope: Frank Jordan's Crusade Against the 'Life Sucks' Mentality

Stage Two, encapsulated by the sentiment "my life sucks," represents about 25% of workplace cultures. People here feel powerless and stuck, often reacting to new ideas with skepticism, saying, "We tried that before, and it didn’t work." They do the bare minimum and are easy to spot in notoriously slow and inefficient places like the DMV or certain bureaucratic offices.

A vivid example is Roger's story. Roger, a manager at a major tech company, received alarming voice mails about a potential lawsuit against one of his products. When he arrived at work, his boss, Todd, staged an elaborate prank, making it seem like Roger was being fired. The prank culminated in a tense meeting with the company's general counsel. This type of hostile management style causes a culture of fear and disengagement, where employees feel powerless and demoralized.

Stage Two cultures can be found at the highest levels of government, among bank executives, and even in companies praised as "America’s Best Places to Work." Such environments emerge when people feel they can't act creatively or are just cogs in a machine. Organizations can devolve from vibrant cultures (Stages Four and Five) into bureaucratic nightmares, dropping to Stage Two in times of crisis.

In Stage Two, people avoid accountability, often using phrases like “I’ll try,” “I can’t promise,” or “That’s not possible.” They feel their words lack power, and their lives are controlled by external factors. Even well-paid employees can feel trapped, doing the minimum to get by.

Scott Adams, creator of "Dilbert," captures the essence of Stage Two with his depiction of "idiot bosses." Adams argues that organizations inherently require tough, sometimes unsympathetic leaders to function, leading to a culture where employees feel oppressed and disengaged.

To move beyond Stage Two, leaders must build trust, work one-on-one with employees who show potential, and encourage the formation of supportive, two-person relationships. By focusing on personal connections and demonstrating the impact of employees' work, leaders can shift the culture from "my life sucks" to "I’m great," transitioning to Stage Three.

Ultimately, Stage Two is a pervasive issue in many organizations, but with targeted efforts and genuine engagement, it is possible to advance to a more positive and productive workplace culture.

Are You Trapped in a 'MY Life Sucks' Workplace Culture?

Meet Dr. Martin Koyle, a world-class surgeon at Children’s Hospital in Denver, who’s living the American dream yet feels deeply frustrated. With a background that includes a Harvard residency, pioneering surgical techniques, and global volunteerism, Koyle’s life is a testament to personal success. However, he feels like a "commodity" in a broken system that doesn’t recognize his immense contributions.

Dr. Koyle’s sentiments echo those of many American professionals operating in what’s termed Stage Three—a culture of personal accomplishment that often leaves individuals feeling unsupported and undervalued. Despite being top performers in fields as diverse as investment banking, real estate, and high tech, these professionals frequently express a sense of isolation and frustration with a system focused on "What have you done for me lately?"

Early Stage Three is marked by newfound confidence and ambition. Koyle’s journey began in medical school in Canada, followed by a demanding residency at County USC in Los Angeles. Frustrated by the circumstances of his trauma patients, Koyle moved into more fulfilling roles, eventually landing at Harvard. His story is typical of many who enter Stage Three with a drive to prove themselves.

However, Stage Three is also characterized by a focus on "I" and "me." This can lead to a competitive environment, often described as the "wild, wild west," where collaboration is limited and individual achievement is paramount. In a memorable experiment in Cancun, successful executives revealed their greatest fear: “I’m afraid they’re going to find out I’m not as good as they think,” highlighting the insecurity that fuels their drive.

Middle Stage Three sees individuals stabilizing as they find others like themselves, often resulting in a network of dyadic relationships where information and power are closely guarded. This stage can be mentally exhausting and isolating, as seen in Koyle’s experience of juggling responsibilities with little organizational support.

Late Stage Three often brings a shift in focus. For Koyle, personal tragedy, such as the loss of his son to cancer, led to a reevaluation of life’s priorities. Many at this stage seek to give back, mentoring others and finding joy in their work despite systemic frustrations.

Moving beyond Stage Three requires embracing collaboration and shifting from a focus on individual achievement to collective success. This transition can lead to greater effectiveness and a more fulfilling professional life.

In essence, Stage Three is a critical yet challenging phase where personal success often comes at the cost of feeling isolated and unsupported. Moving to Stage Four involves recognizing these limitations and seeking a more collaborative and empowering approach to leadership.

Surviving the Wild West of Professionalism: Dr. Martin Koyle's Journey through Stage Three

In the era of Richard Nixon, Bob Tobias thrived on the ego-driven, combative world of Stage Three. Working with the Internal Revenue Service, Tobias’s passion for labor unions led him to sue Nixon over federal employee pay freezes, a move that ultimately resulted in a historic $533-million settlement for federal workers. Tobias’s aggressive advocacy made him a celebrated figure, but it also masked deeper issues.

When Tobias became president of the National Treasury Employees Union in 1983, a reporter’s question, “Now that you’ve been elected, what are you going to do?” threw him into a spiral of reflection. He realized that his victories had been institutional, not personal—none had improved the daily lives of individual supervisors or employees. This insight was the beginning of his epiphany.

Tobias’s journey mirrors that of many who transition to Stage Four Tribal Leadership. Crucial to this transformation is a series of insights, often sparked by profound experiences or realizations, which highlight the futility of Stage Three’s self-centered approach. Tobias saw that his adversarial tactics weren’t fostering dignity and respect, the very values he championed.

Determined to change, Tobias began advocating for collaboration and partnership. Yet, his staff initially ignored these new directives, mirroring his unchanged lone ranger behavior. Recognizing this, Tobias shifted to genuinely inclusive leadership, aligning his actions with his words. This change resonated widely, transforming his approach from adversarial to collaborative.

The epiphany’s next phase involved understanding that individual success at Stage Three doesn’t create a lasting legacy. Real impact requires shifting focus from personal triumphs to collective achievements. Tobias articulated this shift, emphasizing that the union must represent all employees, not just those actively using its services.

Tribal Leadership, as exemplified by Tobias, involves making tough decisions for the tribe’s greater good. Steven Sample, president of USC, revered Machiavelli’s insights on leadership, applying them to strengthen institutional integrity. Leaders like Sample and Tobias used their power to enforce values and rules, ensuring the tribe’s cohesion and success.

In the final phase of the epiphany, leaders fully embrace a tribal mentality, where “I” becomes “we,” and individual gains are secondary to collective progress. Tobias’s collaboration with the Clinton administration to improve labor-management relations is a testament to this transformation. The essence of tribal leadership lies in building a community where mutual respect and shared goals drive success.

Bob Tobias’s journey from an ego-driven advocate to a collaborative Tribal Leader highlights the profound impact of the epiphany. His story, along with insights from other leaders, underscores that true leadership and enduring success stem from fostering a strong, united tribe.

Did Bob Tobias's Transformation from Ego-Driven Advocate to Tribal Leader Change the Course of Labor Unions?

David Kelley, with his modest appearance, might not scream "corporate hero," but he's the mastermind behind IDEO, the world's leading engineering design company. Kelley, a professor at Stanford, combined his passion for collaborative design with a close-knit group of friends, creating a company that revolutionized products like the first Apple mouse and the Palm V. 

IDEO's success hinges on its Stage Four culture, emphasizing innovation, collaboration, communication, and fun. Their office, reminiscent of a futuristic park, features creative spaces like a paper table with crayons in the lobby.

Kelley's journey began as a reaction to the flaws he saw in large corporations. He believed in working with friends and fostering a culture over just doing design. This vision turned IDEO into a "tribe of tribes," where relationships precede business models, and the tribe’s strength fuels its ventures. IDEO's unique hiring process, which involves candidates being "lunched" by ten employees, ensures cultural and technical fit, reinforcing the tribe's unity.

IDEO's approach is echoed in other successful tribes. For instance, Glen Esnard at CB Richard Ellis formed the Private Client Group by rallying like-minded brokers around a shared vision of teamwork and client focus. This group, built on values and collaboration, became a powerhouse in the commercial real estate market, transforming how brokers share leads and work together.

Similarly, Sandy Rueve, founder of She Beads, transitioned from a part-time X-ray technician to a successful entrepreneur by harnessing her tribal antennae—an intuitive ability to spot potential contributors. Inspired by NBA star Michael Jordan's interest in her beads, Rueve built She Beads around values of quality, passion, and charity, creating a thriving business and a dedicated tribe.

These stories illustrate three paths to establishing a Stage Four culture: gathering like-minded friends to start a business, finding a group within a Stage Three organization ready for a Stage Four game, and using tribal antennae to build a tribe across organizational boundaries. Each path emphasizes the importance of culture, values, and collaboration in achieving lasting success.

Stage Four: The Power of Tribal Culture in Business - From IDEO to She Beads

When the authors first sat down with Gordon Binder, former CEO of Amgen, he humbly asked, "Why do you want to talk with me?" Despite his modesty, Binder's leadership at Amgen in the mid-1990s was instrumental in shaping a remarkable company culture rooted in core values and a noble cause.

Amgen’s early days were marked by a high-energy culture dedicated to curing diseases. This passion was palpable across all levels of the company, from custodians to scientists. A middle manager, recognizing the need to document this culture, embarked on a project to articulate Amgen's values. 

Binder ensured this effort involved the entire company, resulting in the identification of eight core values: science-based inquiry, competition, teamwork, creating value, ensuring quality, collaboration, communication, and ethics.

These values were not just words; they were lived daily. Binder recalled instances where decisions were swiftly made by referring back to these core values. One such moment was when a manager fired an employee for lying on his résumé, a decision Binder initially questioned until he realized it was aligned with their values.

A memorable story highlighting Amgen's value of "compete intensely and win" involved fifteen staff members working tirelessly in a motel for over ninety days on the FDA application for Epogen. This dedication allowed them to file their application in record time.

Binder’s approach to values wasn’t just about internal alignment but also about making tough decisions. During the anthrax scare, Griffin Hospital's leaders faced a dilemma: keep staff in the dark as ordered by the FBI or be transparent. They chose the latter, preserving their culture of honesty and integrity.

The importance of shared values was echoed by Kathleen Calcidise, former COO of Apple Retail, who recounted a powerful exercise where team members expressed admiration for each other’s values, moving some to tears.

Utilizing shared values and a noble cause, like NASCAR’s “everybody’s gotta win,” or the National Treasury Employees Union's mission to ensure dignity and respect for federal employees, can transform a group into a high-performing tribe.

Binder emphasized that values are pointless if not genuinely felt and lived by everyone, a sentiment echoed by leaders like David Kelley of IDEO. They employed unique hiring practices to ensure candidates shared their values.

Amgen’s success and Binder’s legacy underscore that tribal leadership is about embedding core values and a noble cause into every aspect of the organization. It’s about leading with integrity, fostering a shared sense of purpose, and inspiring coordinated action that outlives any one leader. As Scott Adams noted, the ability to influence and inspire through shared values and a noble cause can indeed change everything.

How Did Gordon Binder's Leadership and Core Values Shape Amgen's Remarkable Company Culture?

In September 2006, Darla Longo, Vice Chair of CB Richard Ellis, hosted a memorable commercial real estate party at the Clift Hotel in San Francisco, and it was a masterclass in networking. 

Wearing a turquoise silk dress and diamonds, Longo didn’t talk about herself or her achievements. Instead, she skillfully introduced people to one another, creating connections that were mutually beneficial. Her approach epitomized the concept of "triads"—three-person relationships that are the foundation of a Stage Four tribal structure, where collaboration and shared values are paramount.

Longo’s success wasn't just about her introductions; it was about the deeper connections she fostered. She highlighted not just professional credentials but also personal values, building stronger and more meaningful relationships. This method has allowed her to build a vast and effective network, making her one of the most successful figures in commercial real estate. Her ability to create triads has been instrumental in expanding her influence and ensuring that others speak highly of her, further enhancing her reputation.

The power of triads is also evident in other successful organizations. Bruce Cutter, CEO of Cancer Care Northwest, uses triads to resolve conflicts and develop his staff, saving him time and allowing him to focus on strategy. This technique has helped him manage his organization more effectively, as conflicts are resolved by reminding people of shared values and encouraging them to work together.

IDEOS’s consulting model also relies heavily on triads. When working with a healthcare provider, they didn’t just design new facilities but redefined roles and improved relationships between staff, leading to better patient experiences without significant new investments.

LinkedIn’s founder, Reid Hoffman, emphasizes the importance of triads in networking. His platform allows users to request introductions, facilitating connections based on mutual interests and shared values. This approach underscores the idea that managing a career effectively is about managing relationships.

Triads are not just about solving problems but also about fostering innovation and growth. For example, Planetree, an organization dedicated to humanizing healthcare, has successfully integrated triads into its model, bringing together patients, doctors, and support staff to improve the patient experience. Griffin Hospital, a Planetree affiliate, has used this approach to turn around its fortunes, becoming a model for other hospitals.

Triads also play a crucial role in personal development and career advancement. By knowing the values and current projects of people in your network, giving small gifts or gestures to build relationships, and being great at something, you can effectively create triads that help you and others succeed.

In essence, triads are a powerful tool for building robust, dynamic networks that can achieve remarkable results. Whether in business, healthcare, or personal development, the ability to create and nurture these three-person relationships can lead to unparalleled success and innovation.

Triads: The Power of Three-Person Relationships in Achieving Success and Innovation

Jason Ray's story is a classic tale of ambition and innovation intertwined with strategic missteps. Years ago, Jason launched Explorati, envisioning a revolutionary online gaming system. Unlike traditional games requiring extensive pre-programming, Ray aimed to create an engine capable of improvising storylines, making the game perpetually novel and engaging. Imagine a game world based on The X-Files where users could receive real-time improvisations, making each playthrough unique. 

Despite its potential, Explorati faced numerous challenges. Ray and his partner, Ed Halley, dreamed big—merging Hollywood storytelling with immersive gameplay. The concept, dubbed Improvisational Computing, promised lower startup costs and more dynamic gaming experiences. They envisioned partnerships with shows like The X-Files, where players could interact as characters, even making real-world purchases through the game. This ambitious blend of gaming and real-world commerce was set to revolutionize the industry.

However, internal conflicts soon emerged. The team split between those who believed in Ray's vision and skeptics who doubted its feasibility. This division, coupled with the post-9/11 economic downturn, led to Explorati running out of funds and morale. Despite Ray's passionate leadership and personal financial sacrifices, the company disbanded.

Reflecting on Explorati's journey, it becomes clear that strategy must account for the tribe's values and aspirations. Tribal strategy involves understanding "what we want" (outcomes), "what we have" (assets), and "what we will do" (behaviors). These discussions must be sequential and distinct to avoid confusion and ensure clarity.

Ray's experience highlights the importance of aligning a tribe with its core values and noble cause. Explorati's values—integrity, open communication, and fun—resonated with the team, but the execution faltered. The company's noble cause was compelling, but the lack of resources and internal unity proved fatal.

To set a successful strategy, tribes must first define their core values and noble cause. This alignment fosters motivation and a shared sense of purpose. Next, tribes should identify specific outcomes, ensuring they are measurable and achievable. The distinction between outcomes and goals is crucial; outcomes represent current success, while goals can imply a present failure.

After defining outcomes, tribes must catalog their assets, including tangible resources and intangible strengths like networks and reputation. This comprehensive asset inventory informs the next steps: determining the necessary behaviors to achieve the outcomes. These behaviors should be specific and actionable, with contingency plans for potential setbacks.

Three critical test questions guide strategic validation: Do we have enough assets for the outcomes? Do we have enough assets for the behaviors? Will the behaviors accomplish the outcomes? If any answer is "no," the strategy must be adjusted, possibly by setting interim outcomes to bridge gaps.

Ray's story serves as a cautionary tale but also an inspiration. His passion, tenacity, and willingness to learn from failure exemplify the spirit of a Tribal Leader. By following a structured strategy process, leaders can harness their tribe's collective strengths, turning ambitious dreams into achievable realities.

Can Tribal Strategy Turn Ambitious Dreams into Achievable Realities? A Look into Jason Ray's Explorati Journey

In the 1990s, Amgen, a leading biotechnology company, unwittingly delayed the publication of a book on organizational culture by five years due to an unexpected discovery. Researchers initially thought Stage Four's "we're great" mentality was the pinnacle of workplace culture. 

However, Amgen employees described their competition as diseases like cancer and obesity rather than rival companies. This revelation led to the discovery of Stage Five, characterized by a "life is great" mindset, where the focus shifts from competitors to a noble cause, such as curing diseases.

Amgen's culture fluctuated between Stage Four and Stage Five, driven by their mission to renew life and beat human diseases. This stage accounts for less than 2% of workplace cultures and is marked by values that are vital—literally life-giving. Stage Five organizations, both for-profit and not-for-profit, demonstrate Tribal Leadership at its peak, achieving history-making performance levels.

For example, the Colorado Special Olympics, under CEO Mindy Watrous, operates at Stage Five by elevating everyone within the organization and focusing on creating opportunities for all athletes. Similarly, Gallup, led by Tribal Leader Jim Clifton, transitioned from Stage Four to Stage Five by focusing on improving global well-being. They launched a "world poll," aiming to represent 97% of the world's population, revealing the "soul" of over a hundred countries.

Stage Five tribes often describe their culture in reverent, almost spiritual terms. Mike Eruzione, captain of the 1980 U.S. Olympic hockey team, recounted how his team transcended the "we're great" mentality to achieve the seemingly impossible by beating the Soviet Union. This moment of innocent wonderment and gratitude marked their transition to Stage Five.

Organizations at this stage collaborate with others that share resonant values, even if those values differ. They attract leaders who broker treaties between tribes, contributing to global causes. Stage Five leaders like Bill Gates and Nelson Mandela often work towards outcomes far greater than any single tribe could achieve alone.

The future of business lies in achieving and stabilizing at Stage Five. Companies that frequently leap into this stage or find stability there are paving the way for a new era of organizational culture. The researchers believe that their work can help more organizations reach and maintain Stage Five, creating a future where "life is great" becomes the norm in the workplace.

Stage Five: The Pinnacle of Organizational Culture - Insights from Amgen, the Colorado Olympics, and Gallup

Organizations are like small towns, composed of tribes that shape their culture and success. These tribes operate on shared values and language, with effective Tribal Leaders playing a crucial role in enhancing tribal culture, driving productivity, and setting standards. The research identifies five cultural stages within tribes, from despair and hostility in Stage One to infinite potential and global impact in Stage Five.

Moving from one stage to the next involves Tribal Leaders changing the tribe's language and relationships. This transformation is evident in successful turnarounds, like Griffin Hospital, and is based on fostering collaboration and shared values. Leaders must help tribes advance through these stages by emphasizing choice, community, and personal connections.

Stage One is marked by hopelessness and hostility, while Stage Two features disengagement and skepticism. Stage Three sees individuals focused on personal success, often feeling isolated despite their achievements. Transitioning to Stage Four involves embracing collaboration and collective success, leading to a more fulfilling professional life.

Achieving Stage Four and beyond requires a shift from self-centered to inclusive leadership, as illustrated by leaders who undergo profound personal epiphanies. This includes building a culture of mutual respect and shared goals, as seen in successful organizations like IDEO and Amgen. Triads, or three-person relationships, play a critical role in this transformation, fostering innovation and collaboration.

Ultimately, Tribal Leaders must align their tribe's values and noble cause with strategic goals, ensuring clarity and unity. Success at Stage Five, characterized by a "life is great" mindset, involves transcending competition and focusing on noble causes, achieving remarkable performance and collaboration on a global scale. This journey emphasizes the importance of shared values, strategic alignment, and the power of strong relationships in creating thriving, high-performing tribes.

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