Your Nexus of Value

Ever read a post that makes you go … "hmmm… there’s something in here that I need to respond to -  there is something gnawing at me but it’s still too amorphous to put on paper (screen?)"

That’s how I felt when I read this post from Kevin Hillstrom who writes the MineThatData Blog.

Normally, I’d take the time to try and craft a cogent response.  I’d edit and re-edit to make sure it flows well and actually has a point.  This time I’m going to try something different.  I’m going to go with stream of consciousness.  I’m just going to write what comes out of the fingers and hope it makes some sense and adds some value to the conversation.

The post is entitled "Self Actualization and Tribes."  My interpretation of the post is that each of us is a member of a tribe, typically based on our organizational attachment (usually our functional department or role in a company) -  and each tribe has its own ways of reinforcing membership. In addition, I think, the post hints at the fact that the tribe provides greater reinforcement and recognition than one gets from the organization from which the Tribe springs. 

Loyalty is now to the Tribe versus the organization.

To quote from the post…

"Within the tribe, you feel loved, you
feel welcomed. You exchange ideas, you learn. At conferences you go out
for fancy dinners. Vendors host evening parties with free mixed drinks.
You feel valued. You have a connection with "like-minded people". You
give awards to those who excel at the work done within the tribe.
There’s recognition.

Compare all of that with what you deal with
in your own company. When is the last time your company made you feel
the way your tribe makes you feel? Did you formally celebrate last
year’s scintillating 9.4% record pre-tax profit performance? Did you
receive a promotion, or recognition? Or did you get a 3% cost of living
increase?

Boomers dominate Director, VP, and C-Level jobs. They
aren’t going anywhere anytime soon. As a charter member of Gen-X, I’ve
repeatedly observed how my generation is stuck in idle. Companies
struggle to provide a reward structure for employees trapped behind
tenured leaders."

Boy – is that a great description of what is occurring in many organizations today.

The Tribe is supplanting the organization as the nexus of value.  This is a critical issue for companies who wish to weather the coming workforce storm everyone sees coming. 

Kevin ends his post with these questions…

What impact does this have on the
businesses tribe members support? How can a brand meet the needs of an
individual employee choosing to express himself/herself through a
tribe? Or does it even matter anymore?

And think about the
leadership opportunities for the individual who can unite all these
tribe members, creating a high-functioning team within a business?
That’s where the real opportunity exists.

Why can’t that person be you?

The questions are good.  How does a company balance the loyalty issue if in fact the nexus of where I feel valued has moved away from the organization? 

Here’s my take.

As the leader of the organization the first thing you should do is recognize the reality of the situation.  Leaders must publicly admit they understand that the nexus has shifted and encourage their employees to be a member of a Tribe – find one that fits their values, believes, desires.  The leader should establish funds to ensure that Tribes have the time and resources necessary to meet, collaborate and transfer validation to their members.

In other words, I would market to the Tribe – and outsource the reward and recognition to the Tribe members.  I would "enable" the Tribe.  I would celebrate the different Tribes.  I would create reward and recognition programs that reinforce the Tribe and Tribe membership.

The one thing I wouldn’t do is what most companies would initially try to do – rein it back in.  Control is the opiate of a bureaucracy – and a very powerful one.  If new media and new technologies have shown us anything it is that control is moving away from a top-down model to a networked one.

As the leader I would reinforce the network.  Move my span of control up a notch to the Tribes and let the Tribes worry about their members.

How many leaders would be able to admit they don’t have control – and look for way to enable less control?  That is the question for the coming years.