With all of the new technology, gadgets, and media that we’ve encountered so far in this class, it’s been hard to wrap my head around one single idea and run with it.   I liked reading Tribes because it really made me think about the different tribes that libraries are leading.  And then yesterday, my topic came to me in the form as a newspaper article in our small-town newspaper.  There was an article about a local library being one of a handful of libraries across the U.S. that has dropped Dewey.  And the reason they did it?  Because they studied their users and realized that an easier way to browse and/or find materials was what they wanted.  If that isn’t listening and embracing your tribe, I don’t know what is.

I’ve decided to write about the library as a physical space for my paper.  I want to be able to research what libraries are offering their users once they walk in the door that are meeting and exceeding needs.  I want to show that it’s not just the large city libraries that can make change, but also smaller ones, whether it’s offering book vending machines, coffee shops, or teen gaming rooms.  I also want to highlight studies or special tools that libraries can use to find out what their users are looking for.  Afterall, communicating change is essential to leading your tribe.

After such a rave review from our LIS 768 professor, I picked up this book prepared to be amazed. As a former manager, I thought I had the concept of leading down pat. But Tribes made me realize that there is so much more to leading than laying down the law and offering encouragement to workers: it’s about communication and not being afraid to alter the status quo.

Seth Godin described what a tribe is very clearly: “group of people connected to one another, connected to a leader, and connected to an idea” (1). How basic and easy that sounds, and you’re right. All that is needed to form a tribe is a shared interest in something and a reasonable way to communicate (2). Not very long ago tribes were limited to fellow workers, family, or friends. However, through amazing innovations like blogging, Facebook, Twitter, and countless other, the world is able to connect to others that would have been impossible twenty years ago.

Tribes are led by leaders. As mentioned above, leaders are the people who are not afraid to challenge the status quo—they are the heretics of today (11). No longer are they burned at the stake—we believe in them because they have the faith that is critical to all innovation (80). Godin discusses numerous examples of a leader of a tribe:

<!–[if !supportLists]–>· <!–[endif]–>Leaders are fearless. More specifically, they are not afraid of failure. They are not afraid of blame. They are not afraid of criticism (46).

<!–[if !supportLists]–>· <!–[endif]–>Leaders are curious. They want to understand and they have a need to try something that interests them (70).

<!–[if !supportLists]–>· <!–[endif]–>Leaders are persistent. In many cases, this is the only way to make change happen (77).

There are numerous other ways to describe a leader of a tribe, but one thing that I concentrated on when reading this book is how leading a tribe can affect libraries. And it hit me that many libraries are leaderless tribes. Sure, there is the administration that “oversees” operation, but who is making the changes that is pertinent to keeping the library on the same page as the users? Godin said it simply: “Businesses die because they forget to embrace their tribe” (92). Libraries might not go away, but they will continue to become less important in the users’ eyes. Anyone can be a leader in the library. Create a library blog. Make a library presence on Twitter or Facebook. Spread the word about programs and resources. Don’t ever be afraid of rejection, especially in our ever-changing library world. Godin’s secret to leadership: “Do what you believe in. Paint a picture of the future” (108).

Now leave your safe place and go do it.

Godin, Seth. Tribes. New York: Penguin Books Inc., 2008.