How to start a movement
Stumble It!Social Edge, the online community for social entrepreneurs, has penned a nice article "Your Micromovement" based on Seth Godin's book Tribes which suggests 5 useful steps for starting your own movement.
Image Source: The Amazing World of Lindsey
The 5 suggested steps in starting your own movement are:
- Publish a manifesto.
- Make it easy for your followers to connect with you.
- Make it easy for your followers to connect with one another.
- Realize that money is not the point of a movement.
- Track your progress.
To read Your Micromovement
For a free audiobook version of Tribes: We need you to lead us by Seth Godin
About Ken Thompson
Ken Thompson is an expert practitioner in the area of bioteaming, swarming, virtual enterprise networks, virtual professional communities and virtual teams and has published two landmark books:
Bioteams: High Performance Teams Based on Nature's Best Designs
The Networked Enterprise: Competing for the future through Virtual Enterprise Networks
Ken writes the highly popular bioteams blog which has over 500 articles on all aspects of bioteams (aka organizational biomimicry) - in other words how human groups can learn from nature's best teams.
Ken is also founder of an exciting European technology company Swarmteams which provides unique patent-pending bioteaming technologies for all shapes and sizes of groups, social networks, business clusters, virtual/mobile communities and enterprises. Swarmteams enables groups to be more responsive and agile by fully integrating their mobile phones and the web with bioteam working techniques.
The latest Swarmteams implementation is SwarmTribes which helps social object owners (e.g. musicians/bands, sports teams, film-makers) and good cause sponsors (e.g. Volunteering, Environmental, Public Health) to form unique collaborations with their fans/supporters for mutual benefit.
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Bioteams Books Reviews
Leadership under pressure: the two worst mistakes
I have been thinking a lot about what happens when a leader gets under severe pressure, usually because things are not going according to plan. It seems to me this is the very essence of real leadership and where leaders can really justify their salaries. BUT according to Professor Dietrich Dorner, in his excellent book The Logic Of Failure: Recognizing And Avoiding Error In Complex Situations, there are two very tempting but ultimately disastrous tangents a leader can pursue in a crisis instead of addressing the real issues.
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