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Tribes and Communities evolve – people have a natural inclination to connect,
they want to belong to something, be part of something
Belonging worthwhile. They want to contribute, feel valued, connect and
communicate. The shift towards multidisciplinary teams, focused on
shorter projects, in networked environments, with different Leaders,
provides opportunities for this and challenges too – multiple roles
and multiple managers. Such team structures have the potential to
deliver great tribes if it is part of the remit but it is vital to clarify the
people roles of Project Leaders and Line Managers – both have new
roles and different skillsets are required. If people feel conflicted
over their allegiance you lose them in both tribes – you need to
ensure it makes sense to belong to both; in fact many tribes at
work.

Set about fostering a sense of community, loyalty and friendship in
the tone set by leadership. Provide opportunities for people to
build relationships through work and work across departments on
projects.

Engaged , self actualised employees sit at the top of Maslow's
motivation hierarchy. It is a journey from top to bottom that is
impacted massively by your business environment – if people do
not sense stability or feel safe, they seek to survive and do not trust
enough to belong. How do you help people trust and feel safe? If
you employee experience is focused towards enabling
transformation you will create some amazing tribes. How can you
cultivate awesome Tribes?

Senator Bill Bradley defines a movement as having three elements 1) A narrative that tells a story about who we are
and the future we are trying to build. 2) A connection between and among the leader and the tribe. 3) Something to do
- the fewer limits the better. Too often organizations fail to do anything but the third. Seth Godin in Tribes

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