Tribe Seth Godin Quotes

The secret of leadership is simple: Do what you believe in. Paint a picture of the future. Go there. People will follow.

A tribe is a group of people connected to one another, connected to a leader, and connected to an idea. For millions of years, human beings have been part of one tribe or another. A group needs only two things to be a tribe: a shared interest and a way to communicate.

In a battle between  two ideas, the best one doesn't necessarily win. No, the idea that wins is the one with the most fearless heretic behind it.

Change isn't made by asking permission. Change is made by asking forgiveness, later.

Leadership, on the other hand, is about creating change you believe in.

How was your day? If your answer was "fine," then I don't think you were leading.

Leadership is the art of giving people a platform for spreading ideas that work.

Leaders lead when they take positions, when they connect with their tribes, and when they help the tribe connect to itself.

Life's too short" is repeated often enough to be a cliche, but this time it's true. You don't have enough time to be both unhappy and mediocre. It's not just pointless, it's painful. Instead of wondering when your next vacation is, maybe you ought to set up a life you don't need to escape from.

An individual artist needs only a thousand true fans in her tribe. It's enough.

Everyone will think it's stupid!" "Everyone says it's impossible." Guess what? Everyone works in the balloon factory and everyone is wrong.

The easiest thing is to react. The second easiest thing is to respond. But the hardest thing is to initiate.

Yes, I think it's okay to abandon the big, established, stuck tribe. It's okay to say to them, "You're not going where I need to go, and there's no way I'm going to persuade all of you to follow me. So rather than standing here watching the opportunities fade away, I'm heading off. I'm betting some of you, the best of you, will follow me.

The lizard brain is hungry, scared, angry, and horny. The lizard brain only wants to eat and be safe. The lizard brain will fight (to the death) if it has to, but would rather run away. It likes a vendetta and has no trouble getting angry. The lizard brain cares what everyone else thinks, because status in the tribe is essential to its survival. A squirrel runs around looking for nuts, hiding from foxes, listening for predators, and watching for other squirrels. The squirrel does this because that's all it can do. All the squirrel has is a lizard brain. The only correct answer to 'Why did the chicken cross the road?' is 'Because it's lizard brain told it to.' Wild animals are wild because the only brain they posses is a lizard brain. The lizard brain is not merely a concept. It's real, and it's living on the top of your spine, fighting for your survival. But, of course, survival and success are not the same thing. The lizard brain is the reason you're afraid, the reason you don't do all the art you can, the reason you don't ship when you can. The lizard brain is the source of the resistance.

If your organization requires success before commitment, it will never have either. Part of leadership (a big part of it, actually) is the ability to stick with the dream for a long time. Long enough that the critics realize that you're going to get there one way or another...so they follow.

The secret of being wrong isn't to avoid being wrong! The secret is being willing to be wrong. The secret is realizing that wrong isn't fatal. The only thing that makes people and organizations great is their willingness to be not great along the way. The desire to fail on the way to reaching a bigger goal is the untold secret of success.

The secret of leadership is simple: Do what you believe in. Paint a picture of the future. Go there.

Anatomy of a Movement 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're 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.

Remarkable visions and genuine insights are always met with resistance. And when you start to make progress, your efforts are met with even more resistance. Products, services, career paths - whatever it is, the forces for mediocrity will align to stop you, forgiving no errors and never backing down until it's over. If it were any other way, it would be easy. And if it were any other way, everyone would do it and your work would ultimately be devalued. The yin and yang are clear: without people pushing against your quest to do something worth talking about, it's unlikely to be worth the journey. Persist.

Initiating is really and truly difficult, and that’s what leaders do. They see something others are ignoring and they jump on it. They cause the events that others have to react to. They make change.

Marketing is the act of telling stories about the things we make—stories that sell and stories that spread.

The desire to fail on the way to reaching a bigger goal is the untold secret of success.

in every organization everyone rises to the level at which they become paralyzed with fear.

Skill and attitude are essential. Authority is not. In fact, authority can get in the way.

Our culture works hard to prevent change.

Heretics must believe. More than anyone else in an organization, it's the person who's challenging the status quo, the one who is daring to be great, who is truly present and not just punching a clock who must have confidence in her beliefs. Can you imagine Steve Jobs showing up for the paycheck? It's nice to get paid. It's essential to believe.

Perfect is an illusion, one that was created to maintain the status quo. The Six Sigma charade is largely about hiding from change, because change is never perfect. Change means reinvention, and until something is reinvented, we have no idea what the spec is.

The secret of being wrong isn’t to avoid being wrong! The secret is being willing to be wrong.

Change isn’t made by asking permission. Change is made by asking forgiveness, later.

It's not time," "Take it easy," "Wait and see," "It's someone else's turn" - none of these stalls are appropriate for a leader in search of change. There's a small price for being too early, but a huge penalty for being too late. The longer you wait to launch an innovation, the less your effort is worth.

People don't believe what you tell them. They rarely believe what you show them. They often believe what their friends tell them. They always believe what they tell themselves. What leaders do: they give people stories they can tell themselves. Stories about the future and about the change.

A fundamentalist is a person who considers whether a fact is acceptable to his religion before he explores it. As opposed to a curious person who explores first then considers whether or not he wants to accept the ramifications.

We choose not to be remarkable because we’re worried about criticism.

The one path that never works is the most common one: doing nothing at all.

Life’s too short to fight the forces of change. Life’s too short to hate what you do all day. Life’s way too short to make mediocre stuff.

Faith is underrated. Paradoxically, religion is vastly overrated.

When you are leading a tribe, a tribe that you belong to, the benefits increase, the work gets easier, and the results are more obvious. That’s the best reason to overcome the fear.

A fundamentalist is a person who considers whether a fact is acceptable to his religion before he explores it. As opposed to a curious person who explores first then considers whether or not he wants to accept the ramifications. A curious person embraces the tension between his religion and something new, wrestles with it and through it, and then decides whether to embrace the new idea or reject it.

So great leaders don't try to please everyone. Great leaders don't water down their message in order to make the tribe a bit bigger. Instead, they realize that a motivated, connected tribe in the midst of a movement is far more powerful than a larger group could ever be.

What people are afraid of isn’t failure. It’s blame. Criticism.

In unstable times, growth comes from leaders who create change and engage their organizations, instead of from managers who push their employees to do more for less.

If you’re not uncomfortable in your work as a leader, it’s almost certain you’re not reaching your potential as a leader.

A group needs only two things to be a tribe: a shared interest and a way to communicate.

When you hire amazing people and give them freedom, they do amazing stuff. And

It’s uncomfortable to stand up in front of strangers. It’s uncomfortable to propose an idea that might fail. It’s uncomfortable to challenge the status quo. It’s uncomfortable to resist the urge to settle. When you identify the discomfort, you’ve found the place where a leader is needed.

Successful heretics create their own religions....You can recognize the need for faith in your idea, you can find the tribe you need to support you, and yes, you can create a new religion around your faith. Steve Jobs did it on purpose at Apple and Phil Knight is famous for doing it at Nike.

If the only side effect of the criticism is that you will feel bad about the criticism, then you have to compare that bad feeling with the benefits you’ll get from actually doing something worth doing. Being remarkable is exciting, fun, profitable, and great for your career. Feeling bad wears off.

What most people want in a leader is something that's very difficult to find: we want someone who listens...The secret, Reagan's secret, is to listen, to value what you hear, and then to make a decision even if it contradicts the very people you are listening to. Reagan impressed his advisers, his adversaries, and his voters by actively listening. People want to be sure you hear what they said - they're less focused on whether or not you do what they said.

The secret of being wrong isn’t to avoid being wrong! The secret is being willing to be wrong. The secret is realizing that wrong isn’t fatal.

begin to realize that the safest thing you can do feels risky and the riskiest thing you can do is play it safe.

Whatever the status quo is, changing it gives you the opportunity to be remarkable.

Leadership almost always involves thinking and acting like the underdog. That's because leaders work to change things, and the people who are winning rarely do.

The secret of leadership is simple: Do what you believe in. Paint a picture of the future. Go there. People will follow.

Heretics are the new leaders. The ones who challenge the status quo, who get out in front of their tribes, who create movements.

It's war that makes generals

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.

The only thing that makes people and organizations great is their willingness to be not great along the way. The desire to fail on the way to reaching a bigger goal is the untold secret of success.

Real leaders don't care [about receiving credit]. If it's about your mission, about spreading the faith, about seeing something happen, not only do you not care about credit, you actually want other people to take credit...There's no record of Martin Luther King, Jr. or Gandhi whining about credit. Credit isn't the point. Change is.

It’s all a risk. Always. That’s not true, actually. The only exception: it’s a certainty that there’s risk. The safer you play your plans for the future, the riskier it actually is. That’s because the world is certainly, definitely, and more than possibly changing.

What we’re seeing is that fundamentalism really has nothing to do with religion and everything to do with an outlook, regardless what your religion is.

I think most people have it upside down. Being charismatic doesn’t make you a leader. Being a leader makes you charismatic. There

Tearing others down is never as helpful to a movement as building your followers up.

People yearn for change, they relish being part of a movement, and they talk about things that are remarkable, not boring.

The easiest thing is to react. The second easiest thing is to respond. But the hardest thing is to initiate.

Think for a second about the people you know who are engaged, satisfied, eager to get to work. Most of them, I'll bet, make change.

Some people are gift givers by nature. They love their tribe, or they respect their art, and so they give. Not for an ulterior motive, but because it gives them joy.

there’s a difference between telling people what to do and inciting a movement.

Initiative = Happiness

In an era of grassroots change, the top of the pyramid is too far away from where the action is to make much of a difference. It

Leaders who set out to give are more productive than leaders who seek to get. Even

A movement is thrilling. It’s the work of many people, all connected, all seeking something better.

People don’t believe what you tell them. They rarely believe what you show them. They often believe what their friends tell them. They always believe what they tell themselves. What leaders do: they give people stories they can tell themselves. Stories about the future and about change.

the only thing holding you back from becoming the kind of person who changes things is this: lack of faith. Faith that you can do it. Faith that it’s worth doing. Faith that failure won’t destroy you.

British anthropologist Robin Dunbar theorized that a typical person can’t easily have more than 150 people in his tribe. After 150 friends and fellow citizens, we can’t keep track. It’s too complicated.

The first thing a leader can focus on is the act of tightening the tribe. It’s tempting to make the tribe bigger, to get more members, to spread the word. This pales, however, when juxtaposed with the effects of a tighter tribe. A tribe that communicates more quickly, with alacrity and emotion, is a tribe that thrives.

It’s more about a five- or ten- or fifteen-year process where you start finding your voice, and finally you begin to realize that the safest thing you can do feels risky and the riskiest thing you can do is play it safe.

Managers manage a process they’ve seen before, and they react to the outside world, striving to make that process as fast and as cheap as possible. Leadership, on the other hand, is about creating change that you believe in.

The thermostat, on the other hand, manages to change the environment in sync with the outside world. Every organization needs at least one thermostat. These are leaders who can create change in response to the outside world, and do it consistently over time.

Fear of criticism is a powerful deterrent because the criticism doesn't actually have to occur for the fear to set in. Watch a few people get criticized for being innovate, and it's pretty easy to convince yourself that the very same thing will happen to you if you're not careful.

If your organization requires success before commitment, it will never have either. Part of leadership (a big part of it, actually) is the ability to stick with the dream for a long time. Long enough that the critics realize that you’re going to get there one way or another…so they follow.

The power of this new era is simple: if you want to (need to, must!) lead, then you can. It’s easier than ever and we need you. But if this isn’t the right moment, if this isn’t the right cause, then hold off. Generous and authentic leadership will always defeat the selfish efforts of someone doing it just because she can.

So here we are. We live in a world where we have the

What most people want in a leader is something that’s very difficult to find: we want someone who listens. Why

The epic battle of our generation is between the status quo of mass and the never-ceasing tide of weird.

That’s it—three steps: motivate, connect, and leverage.

A fundamentalist is a person who considers whether a fact is acceptable to his religion before he explores it.

the new form of marketing is leadership, and leadership is about building and connecting tribes of like-minded people.

More fashion = less need for quality

Generous and authentic leadership will always defeat the selfish efforts of someone doing it just because she can.

Instead, they realize that a motivated, connected tribe in the midst of a movement is far more powerful than a larger group could ever be. The

change is the first sign of risk.

Too many organizations care about numbers, not fans.

People don’t believe what you tell them. They rarely believe what you show them. They often believe what their friends tell them. They always believe what they tell themselves.

When you identify the discomfort, you’ve found the place where a leader is needed. If you’re not uncomfortable in your work as a leader, it’s almost certain you’re not reaching your potential as a leader.

It’s really easy to insist that people read the manual. It’s really easy to blame the user/student/prospect/customer for not trying hard, for being too stupid to get it, or for not caring enough to pay attention.

Industries don’t die by surprise. It’s not as if you didn’t know it was coming. It’s not as if you didn’t know whom to call (or hire). What was missing was leadership—an individual (a heretic) ready to describe the future and build the coalitions necessary to get there. This isn’t about having a great idea (it almost never is). The great ideas are out there, for free, on your neighborhood blog. Nope, this is about taking initiative and making things happen.

So the challenge, as you contemplate your next opportunity to be boring or remarkable, is to answer these two questions: (1) "If I get criticized for this, will I suffer any measurable impact? Will I lose my job, get hit upside the head with a softball bat, or lose important friendships?" If the only side effect of the criticism is that you will feel bad about the criticism, then you have to compare that bad feeling with the benefits you'll get from actually doing something worth doing. Being remarkable is exciting, fun, profitable, and great for your career. Feeling bad wears off. And then, once you've compared the bad feeling and the benefits, and you've sold yourself on taking the remarkable path, answer this one: (2) How can I create something that critics will criticize?

For leaders, vulnerability often looks and feels like discomfort. In his book Tribes: We Need You to Lead Us, Seth Godin writes, “Leadership is scarce because few people are willing to go through the discomfort required to lead. This scarcity makes leadership valuable.…It’s uncomfortable to stand up in front of strangers. It’s uncomfortable to propose an idea that might fail. It’s uncomfortable to challenge the status quo. It’s uncomfortable to resist the urge to settle. When you identify the discomfort, you’ve found the place where a leader is needed. If you’re not uncomfortable in your work as a leader, it’s almost certain you’re not reaching your potential as a leader.

When those in power use shame to bully the weak into compliance, they are stealing from us. They tell us that they will expose our secrets (not good enough, not hardworking enough, not from the right family, made a huge mistake once) and will use the truth to exile us from our tribe. This shame, the shame that lives deep within each of us, is used as a threat. And when those in power use it, they take away part of our humanity.

All 250 + episodes to date can be found at tim.blog/ podcast and itunes.com/ timferriss Jamie Foxx on Workout Routines, Success Habits, and Untold Hollywood Stories (# 124)—tim.blog/ jamie The Scariest Navy SEAL I’ve Ever Met . . . and What He Taught Me (# 107)—tim.blog/ jocko Arnold Schwarzenegger on Psychological Warfare (and Much More) (# 60)—tim.blog/ arnold Dom D’Agostino on Fasting, Ketosis, and the End of Cancer (# 117)—tim.blog/ dom2 Tony Robbins on Morning Routines, Peak Performance, and Mastering Money (# 37)—tim.blog/ tony How to Design a Life—Debbie Millman (# 214)—tim.blog/ debbie Tony Robbins—On Achievement Versus Fulfillment (# 178)—tim.blog/ tony2 Kevin Rose (# 1)—tim.blog/ kevinrose [If you want to hear how bad a first episode can be, this delivers. Drunkenness didn’t help matters.] Charles Poliquin on Strength Training, Shredding Body Fat, and Increasing Testosterone and Sex Drive (# 91)—tim.blog/ charles Mr. Money Mustache—Living Beautifully on $ 25–27K Per Year (# 221)—tim.blog/ mustache Lessons from Warren Buffett, Bobby Fischer, and Other Outliers (# 219)—tim.blog/ buffett Exploring Smart Drugs, Fasting, and Fat Loss—Dr. Rhonda Patrick (# 237)—tim.blog/ rhonda 5 Morning Rituals That Help Me Win the Day (# 105)—tim.blog/ rituals David Heinemeier Hansson: The Power of Being Outspoken (# 195)—tim.blog/ dhh Lessons from Geniuses, Billionaires, and Tinkerers (# 173)—tim.blog/ chrisyoung The Secrets of Gymnastic Strength Training (# 158)—tim.blog/ gst Becoming the Best Version of You (# 210)—tim.blog/ best The Science of Strength and Simplicity with Pavel Tsatsouline (# 55)—tim.blog/ pavel Tony Robbins (Part 2) on Morning Routines, Peak Performance, and Mastering Money (# 38)—tim.blog/ tony How Seth Godin Manages His Life—Rules, Principles, and Obsessions (# 138)—tim.blog/ seth The Relationship Episode: Sex, Love, Polyamory, Marriage, and More (with Esther Perel) (# 241)—tim.blog/ esther The Quiet Master of Cryptocurrency—Nick Szabo (# 244)—tim.blog/ crypto Joshua Waitzkin (# 2)—tim.blog/ josh The Benevolent Dictator of the Internet, Matt Mullenweg (# 61)—tim.blog/ matt Ricardo Semler—The Seven-Day Weekend and How to Break the Rules (# 229)—tim.blog/ ricardo