Our True Purpose

Many people have a clear idea of what they do for a living – whether it's performing as a mascot or crafting intricate balloon animals. But what about us? What exactly do those of us going through this truly do every day? The answer, surprisingly, is we try to change everything. We are driven to find something in the status quo that bothers us, something that needs improvement, something that's itching to be changed, and then we set out to make a big, permanent, and important difference.

We're living through a pivotal moment, a significant shift in how ideas are created, spread, and put into action. This isn't about traditional methods anymore; it's about something far more dynamic and impactful.

Let's explore how the game of change has evolved and where our true power lies.

For a long time, the world relied on two main models for creating change, but their effectiveness is now dwindling.

First, there was the Factory Cycle. This idea, exemplified by Henry Ford, suggested that global change could be achieved through efficient factories. By leveraging cheaper labour and faster machines, companies could churn out products, build infrastructure, and transform entire countries. However, we're now running out of both ever-cheaper labour and ever-faster machines, making this model increasingly unsustainable.

Next came the TV Idea, or mass marketing. The belief here was that if you had a large enough platform, if you appeared on television frequently enough, or if you could afford enough advertisements, you could win. This model required acting like a "king," pushing average ideas to the masses, often trying to "hypnotise" people into buying a product, donating to a cause, or voting for a candidate. Unfortunately, this approach doesn't work so well anymore either.

But as these old methods falter, a new, more powerful way to ignite change has emerged.

The good news is that there's a powerful new model emerging, centred around the idea of tribes. This concept isn't new; it's a fundamental human desire that goes back 50,000 years: the need for leading and connecting people and ideas. While people have always sought spiritual, ethnic, work, or community tribes, the internet and the explosion of mass media have made tribes ubiquitous worldwide.

Interestingly, while the internet was supposed to homogenise everyone by connecting us all, it has instead fostered "silos of interest". This means people with niche passions or interests can now easily find each other and connect, whether they're Ukrainian folk dancers or specific groups of athletes. The crucial insight is that it's tribes – not money, not factories – that can truly change our world, influence politics, and unite large numbers of people. This isn't about forcing people against their will, but about connecting those who want to be connected.

What we do for a living now, all of us, is to find something worth changing and then assemble tribes that, in turn, assemble more tribes, spreading the idea until it becomes a movement far bigger than ourselves. You don't need everyone to join; as Kevin Kelly teaches, you just need "a thousand true fans" – people who care enough to keep the movement going. The goal isn't mass appeal, but finding these "True Believers".

So, what does it truly mean to lead one of these powerful tribes and turn an idea into a widespread movement?

Leading a tribe isn't about inventing a desire where none exists; instead, it's about finding a group that's already disconnected but has a yearning. For instance, The Beatles didn't invent teenagers, they merely decided to lead them. Similarly, Diane Hats helped organise people who already cared about farm animal welfare, turning their concern into a movement. Leaders like Hugo Chavez and Bob Marley stepped up to lead existing groups with unaddressed needs. Derek Sivers created CD Baby, providing a platform for independent musicians who already had a mission and wanted to connect.

What all these leaders have in common is that they are Heretics. A heretic is someone who looks at the status quo and declares, "This will not stand." They refuse to abide by it and are willing to stand up, be counted, and drive things forward. Instead of being "sheep walkers" – half-asleep individuals following instructions and keeping their heads down – a leader is someone who stands up and says, "Not me. This one's important; we need to organise around it". You don't need everyone to agree, just a few people who recognise the rules make no sense and deeply desire connection.

Consider Nathan Winegrad, of SPCA, who transformed San Francisco from a city that killed animals into the first "no kill city," despite widespread opposition. Or Tony Hsieh, whose Zappos isn't just a shoe store but a place for shoe enthusiasts to connect over their passion and customer service. These are all examples of leading people who are desperate to be connected to each other.

To ensure your efforts are truly impactful, it's crucial to ask yourself some fundamental questions about the change you're trying to create.

To truly make a difference, there are three essential questions you should ask yourself:

1. Who exactly are you upsetting? If you're not upsetting anyone, it's highly likely you're not actually challenging or changing the status quo.

2. Who are you connecting? For many people, the desire for connection with others is a powerful motivator. Understanding and facilitating these connections is key.

3. Who are you leading? The focus should be less on the mechanics of what you're building and more on "the who and the leading part," as this is where true change originates.

When Blake from Toms Shoes had the simple idea of giving a pair of shoes to someone in need for every pair sold, it wasn't just about the product; it was about the story and the connection it fostered. This approach allows a small idea to become tens of thousands of shoes, creating a movement. Similarly, Red Maxwell's decade-long fight against juvenile diabetes involves leading and connecting people who share his passion and need that leadership.

Beyond these critical questions, successful leaders share a set of common traits that help them inspire and guide their tribes.

Leaders who successfully guide tribes and create movements share several key characteristics:

• They challenge the status quo: They look at what currently exists and actively work to change it.

• They build a culture: This involves creating a shared identity, a "secret language," or a way for members to know they belong.

• They have curiosity: They are genuinely curious about the people within their tribe and even about outsiders, always asking questions.

• They connect people to one another: More than anything, people want to be missed – to feel their absence is noticed. Tribe leaders excel at fostering this sense of belonging and connection.

• Charisma follows leadership: It's a common misconception that you need charisma to be a leader. In reality, being a leader gives you charisma; it emerges from the act of leading itself.

• They commit: They show deep commitment to the cause, to their tribe, and to the people within it.

These leaders don't need permission to lead; the people are already waiting for someone to show them the way.

Ultimately, our role is to be agents of change, not just followers. We are at a critical juncture where the power to create significant, lasting change lies not in factories or mass advertising, but in the art of leading tribes. It's about finding that piece of the status quo that bothers you, gathering people who share your yearning, and then leading them towards a better future.