Comments on: What I learned about leadership from Seth Godin’s ‘Tribes’. http://dougbelshaw.com/blog/2009/09/19/what-i-learned-about-leadership-from-seth-godins-tribes/ Education, Technology, Productivity. Wed, 10 Mar 2010 11:07:49 +0000 hourly 1 By: Jason Wilton http://dougbelshaw.com/blog/2009/09/19/what-i-learned-about-leadership-from-seth-godins-tribes/comment-page-1/#comment-3434 Jason Wilton Mon, 28 Sep 2009 21:49:17 +0000 http://dougbelshaw.com/blog/?p=3071#comment-3434 Anyone can be a leader. I couldn't agree more. You don't need to have the sheepskin or the big desk to be a leader. While management is bestowed, leadership is earned--and it doesn't have formal prerequisites. Anyone can be a leader. I couldn't agree more. You don't need to have the sheepskin or the big desk to be a leader. While management is bestowed, leadership is earned–and it doesn't have formal prerequisites.

]]> By: Jason Wilton http://dougbelshaw.com/blog/2009/09/19/what-i-learned-about-leadership-from-seth-godins-tribes/comment-page-1/#comment-3054 Jason Wilton Mon, 28 Sep 2009 20:49:17 +0000 http://dougbelshaw.com/blog/?p=3071#comment-3054 Anyone can be a leader. I couldn't agree more. You don't need to have the sheepskin or the big desk to be a leader. While management is bestowed, leadership is earned--and it doesn't have formal prerequisites. Anyone can be a leader. I couldn't agree more. You don't need to have the sheepskin or the big desk to be a leader. While management is bestowed, leadership is earned–and it doesn't have formal prerequisites.

]]> By: Jason Wilton http://dougbelshaw.com/blog/2009/09/19/what-i-learned-about-leadership-from-seth-godins-tribes/comment-page-1/#comment-2939 Jason Wilton Mon, 28 Sep 2009 14:49:17 +0000 http://dougbelshaw.com/blog/?p=3071#comment-2939 Anyone can be a leader. I couldn't agree more. You don't need to have the sheepskin or the big desk to be a leader. While management is bestowed, leadership is earned--and it doesn't have formal prerequisites. Anyone can be a leader. I couldn't agree more. You don't need to have the sheepskin or the big desk to be a leader. While management is bestowed, leadership is earned–and it doesn't have formal prerequisites.

]]> By: Richard Smart http://dougbelshaw.com/blog/2009/09/19/what-i-learned-about-leadership-from-seth-godins-tribes/comment-page-1/#comment-2914 Richard Smart Sun, 20 Sep 2009 11:32:00 +0000 http://dougbelshaw.com/blog/?p=3071#comment-2914 I feel that I have gained a lot from your Ed.D already! Your leadership posts are wonderful because they distill the information well, and have a personal touch.<br><br>I've just subscribed to Seth's blog. It will help me with the classes I teach, and the roles I play.<br><br>Cheers Doug! I feel that I have gained a lot from your Ed.D already! Your leadership posts are wonderful because they distill the information well, and have a personal touch.

I've just subscribed to Seth's blog. It will help me with the classes I teach, and the roles I play.

Cheers Doug!

]]> By: josepicardo http://dougbelshaw.com/blog/2009/09/19/what-i-learned-about-leadership-from-seth-godins-tribes/comment-page-1/#comment-2913 josepicardo Sun, 20 Sep 2009 10:13:46 +0000 http://dougbelshaw.com/blog/?p=3071#comment-2913 Hi Doug,<br><br>Thanks for summarising the gist of the book so well. Two things ring particularly true and relevant to me as I embark on my new role as Head of MFL:<br><br>1) The Not Yet being more hampering than just a No. At least with a No you know where you stand, you can discuss alternatives and thrash out a solution. I've already encountered a couple of Not Yets, which is why I am intent on continuing to practice the principle outlined in point #2, below.<br><br>2) Do first, ask later. This has been instinctive for me and did not need good ole Seth to point this one out. It has served me very well thus far. New initiatives have to be pushed by your own belief and, sometimes, have to be sold to people as if it was their idea all along. This is intrinsicly linked to my other main principle of "don't take a problem to the people at the top, take a solution instead".<br><br>Thanks again for the overview.<br><br>José Hi Doug,

Thanks for summarising the gist of the book so well. Two things ring particularly true and relevant to me as I embark on my new role as Head of MFL:

1) The Not Yet being more hampering than just a No. At least with a No you know where you stand, you can discuss alternatives and thrash out a solution. I've already encountered a couple of Not Yets, which is why I am intent on continuing to practice the principle outlined in point #2, below.

2) Do first, ask later. This has been instinctive for me and did not need good ole Seth to point this one out. It has served me very well thus far. New initiatives have to be pushed by your own belief and, sometimes, have to be sold to people as if it was their idea all along. This is intrinsicly linked to my other main principle of “don't take a problem to the people at the top, take a solution instead”.

Thanks again for the overview.

José

]]> By: psbenson http://dougbelshaw.com/blog/2009/09/19/what-i-learned-about-leadership-from-seth-godins-tribes/comment-page-1/#comment-2912 psbenson Sun, 20 Sep 2009 05:48:51 +0000 http://dougbelshaw.com/blog/?p=3071#comment-2912 Some very interesting points here Doug - particularly your observations of managers working within their job descriptions and thermostats being far more valuable than thermometers ... :-D<br>What's on my mind at the moment is what makes an effective 21st century manager and leader? As more middle managers in education have their job titles changed from Head of Department to Subject Leader there is sometimes a clear contradiction in expectations as inappropriate hierarchies need divesting and a 'be quiet and follow' culture remain.<br>The thermostat analogy is very powerful. I hope more and more emergent subject and senior leaders can truely change the (learning) environment in sync with the outside world as access restrictions to new tools and approaches to learning in the classroom continue to fall. Some very interesting points here Doug – particularly your observations of managers working within their job descriptions and thermostats being far more valuable than thermometers … :-D
What's on my mind at the moment is what makes an effective 21st century manager and leader? As more middle managers in education have their job titles changed from Head of Department to Subject Leader there is sometimes a clear contradiction in expectations as inappropriate hierarchies need divesting and a 'be quiet and follow' culture remain.
The thermostat analogy is very powerful. I hope more and more emergent subject and senior leaders can truely change the (learning) environment in sync with the outside world as access restrictions to new tools and approaches to learning in the classroom continue to fall.

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