## Tribes ### Tribes  #### Metadata * Author: [[Seth Godin]] * Full Title: Tribes * Category: #books #### Highlights * marketing influences markets. Marketing used to be about advertising, and advertising is expensive. Today, marketing is about engaging with the tribe and delivering products and services with stories that spread. (Location 198) * Microfinance as a tool to fight poverty and the effort to recognize and stem global warming have both become movements. But as Yasmina Zaidman, at the Acumen Fund, told me, both problems (and their solutions!) were recognized more than thirty years ago. We weren't lacking the answer—Muhammad Yunus had it all along. So why did it take thirty years for the idea to gain steam? The answer, as you've probably guessed, is that there's a difference between telling people what to do and inciting a movement. The movement happens when people talk to one another, when ideas spread within the community, and most of all, when peer support leads people to do what they always knew was the right thing. 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 them. (Location 276) * work of every person who worked on one of my products. It highlighted their breakthroughs and talked about the new ground we were breaking (music! in a game!). I made photocopies and distributed the newsletter to the interoffice mailbox of every person in the company—by then about a hundred people. Twice a week, the newsletter went out. Twice a week, I talked about our quest. Twice a week, I chronicled the amazing work of our tiny tribe. The newsletter connected the tribe members. It turned a disparate group of career engineers into a working community. (Location 339) * Did engineers switch because of the newsletter? Of course not. They switched for the journey. They wanted to be part of something that mattered. (Location 346) * In an article posted on his Technium Web site, Kevin Kelly brilliantly described the world of "1,000 True Fans." A true fan, he argues, is a member of the tribe who cares deeply about you and your work. That person will cross the street to buy from you or bring a friend to hear you or invest a little extra to support you. An individual artist needs only a thousand true fans in her tribe. It's enough. (Location 376) * Too many organizations care about numbers, not fans. They care about hits or turnstile clicks or media mentions. What they're missing is the depth of commitment and interconnection that true fans deliver. (Location 386) * On a recent trip I took to India, this mind-set was made crystal clear. Ask almost anyone there what the perfect job would be, and the answer is: working as a government bureaucrat. Not only do you have air-conditioning, but you aren't even asked to take initiative. The job is steady, the pay is good, and there are no surprises. The factory is part of the fabric of our lives. It's there because it pays, and it's there because it's steady, and it's there because we want it. What you won't find in a factory is a motivated tribe making a difference. And what you won't find waiting outside the factory is a tribe of customers, excited about what's to come. (Location 446) * Pema Chodron is a Buddhist nun working in a monastery in Nova Scotia. Millions of people across the world revere her work, (Location 561) * read her books, listen to her recordings, and visit her if they can. Is she a raging egomaniac? Of course not. Listen to her for three minutes and you'll know that she's not doing what she does for glory; she's doing it to help. Which is true of all great leaders, from David Chang in his New York City kitchen to Nancy Pearl, Seattle's favorite librarian. They're generous. They exist to help the tribe find something, to enable the tribe to thrive. But they understand that the most powerful way to enable is to be statueworthy: by getting out front, by making a point, by challenging convention, and by speaking up. Those are brave acts, and bravery begets statues. (Location 562) * I should have used the past tense. None of that is true anymore. Now, we invite heretics to Davos. Heretics get elected to Congress. Heretics make a fortune when their companies go public. Heretics not only love their jobs; they get a private jet too. (Location 772) # Tribes  ## Metadata - Author: [[Seth Godin]] - Full Title: Tribes - Category: #books ## Highlights - marketing influences markets. Marketing used to be about advertising, and advertising is expensive. Today, marketing is about engaging with the tribe and delivering products and services with stories that spread. (Location 198) - Microfinance as a tool to fight poverty and the effort to recognize and stem global warming have both become movements. But as Yasmina Zaidman, at the Acumen Fund, told me, both problems (and their solutions!) were recognized more than thirty years ago. We weren’t lacking the answer—Muhammad Yunus had it all along. So why did it take thirty years for the idea to gain steam? The answer, as you’ve probably guessed, is that there’s a difference between telling people what to do and inciting a movement. The movement happens when people talk to one another, when ideas spread within the community, and most of all, when peer support leads people to do what they always knew was the right thing. 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 them. (Location 276) - work of every person who worked on one of my products. It highlighted their breakthroughs and talked about the new ground we were breaking (music! in a game!). I made photocopies and distributed the newsletter to the interoffice mailbox of every person in the company—by then about a hundred people. Twice a week, the newsletter went out. Twice a week, I talked about our quest. Twice a week, I chronicled the amazing work of our tiny tribe. The newsletter connected the tribe members. It turned a disparate group of career engineers into a working community. (Location 339) - Did engineers switch because of the newsletter? Of course not. They switched for the journey. They wanted to be part of something that mattered. (Location 346) - In an article posted on his Technium Web site, Kevin Kelly brilliantly described the world of “1,000 True Fans.” A true fan, he argues, is a member of the tribe who cares deeply about you and your work. That person will cross the street to buy from you or bring a friend to hear you or invest a little extra to support you. An individual artist needs only a thousand true fans in her tribe. It’s enough. (Location 376) - Too many organizations care about numbers, not fans. They care about hits or turnstile clicks or media mentions. What they’re missing is the depth of commitment and interconnection that true fans deliver. (Location 386) - On a recent trip I took to India, this mind-set was made crystal clear. Ask almost anyone there what the perfect job would be, and the answer is: working as a government bureaucrat. Not only do you have air-conditioning, but you aren’t even asked to take initiative. The job is steady, the pay is good, and there are no surprises. The factory is part of the fabric of our lives. It’s there because it pays, and it’s there because it’s steady, and it’s there because we want it. What you won’t find in a factory is a motivated tribe making a difference. And what you won’t find waiting outside the factory is a tribe of customers, excited about what’s to come. (Location 446) - Pema Chodron is a Buddhist nun working in a monastery in Nova Scotia. Millions of people across the world revere her work, (Location 561) - read her books, listen to her recordings, and visit her if they can. Is she a raging egomaniac? Of course not. Listen to her for three minutes and you’ll know that she’s not doing what she does for glory; she’s doing it to help. Which is true of all great leaders, from David Chang in his New York City kitchen to Nancy Pearl, Seattle’s favorite librarian. They’re generous. They exist to help the tribe find something, to enable the tribe to thrive. But they understand that the most powerful way to enable is to be statueworthy: by getting out front, by making a point, by challenging convention, and by speaking up. Those are brave acts, and bravery begets statues. (Location 562) - I should have used the past tense. None of that is true anymore. Now, we invite heretics to Davos. Heretics get elected to Congress. Heretics make a fortune when their companies go public. Heretics not only love their jobs; they get a private jet too. (Location 772)