The Tipping Point by Malcolm Gladwell
“Ideas and products and messages and behaviours spread just like viruses do”
3 Main Messages:
There are a few people with significant influence, such as a connector, a maven or a salesman, who are pivotal in causing a trend to tip.
Certain messages and language stick better than the rest.
Character and behaviour are influenced by context.
Years ago, at a Deputy Headteacher’s conference I was first introduced to the ‘First Follower’ concept via a viral video called ‘Lead Lessons from the Dancing Guy.’ We were told that our role as Deputy was to be the first follower: the link between the strategic leader of our school and the rest of the community. In many ways I agree - that it is the leader’s role to set the direction and the Deputy’s role to encourage everyone else to get on board.
The video perfectly demonstrates the tipping point pattern described by Malcolm Gladwell. Every trend begins with an innovator, someone who dares to be different, to stand out, risk ridicule, and try something new. They will be followed by some early adopters who see potential in the novelty and will jump at the chance to be part of something niche. These early adopters then give confidence to the early majority and then the tipping point takes place with multiples joining the movement as the late majority and eventually the laggards join the party.
Gladwell writes about how this shift appears throughout history in fashion, thought, business and music. As he explains, it is the early adopters who are crucial in the success of any project, trend or culture shift. When building school cultures, understanding these human behaviours is vital if we ever wish to create any significant change.
The Tipping Point starts with examples of tipping points from history and then goes on to explain the three key elements which Gladwell believes need to be present in order for change to occur. The first is that there are a few key people who hold sway. In each of his examples, Gladwell sites the individuals who were pivotal in making change happen. He describes these people as either connectors, mavens or salesmen.
Much has been made over the years of the 6 degrees of separation. Gladwell explains that, in social experiments it has become clear that there are key people who are very well connected. We all know the type - that person who seems to have a wide circle of connections and people to call on for help, advice or an introduction. He writes that “a small number of people are linked to everyone else in a few steps, and the rest of us are linked through these special few.” Connectors are therefore key in spreading your message to the right people.
Gladwell also writes about the importance of maverns - those people who are like data banks and who will send links to great restaurants, know how things work and share information willingly. The name is originally Yiddish and means ‘he who accumulates knowledge.’ Equally important are those salespeople who are able to package, persuade and sell an idea or item.
The second factor is ‘stickiness’: idea, catchphrase, image or jingle which is unforgettable. As someone who can still sing the adverts for ‘A finger of Fudge..’, ‘My store Myer’ and Taco Bell’s ‘Cross the Border’, I can attest to the importance of having a memorable message, regardless of how it is delivered. With research into the ‘stickiness’ of Sesame Street’s content, he notes that “once the advice became practical and personal, it became more memorable.” By applying the lessons taught here, leaders can concentrate on how and when to deliver key messages for maximum impact at work.
The third part of the picture is around content and Gladwell shares fascinating research into human behaviours. These include our lack of empathy and generosity when we are in a hurry and simple, yet highly effective, methods of crime reduction in New York City where they discovered that “crime can be more than understood, it can be prevented.” while the stories included are fascinating, their lessons can easily be implemented on a day to day basis in any context.
Finally Gladwell explores the impact of the rule of 150, and studies which have shown that smaller communities are (unsurprisingly) closer knit, more aligned and therefore most successful. Working in small groups is effective because “peer pressure is much more powerful than the concept of a boss,” and smaller communities have stronger relationships and bonds. He concludes that “we’re probably better off building lots of little schools than one or two big ones,” which has important implications for developing departments and structures within larger work environments.
While exploring the reasons behind the spread of disease, why people smoke and various other social contexts, it becomes clear that tipping points are a combination of the right product/message, the right people and the right timing. When these align, then small movements can become national or global trends. Harnessing and implementing this thinking could greatly benefit leaders in any industry. By considering what, who and when we can create the perfect conditions for others to buy or buy into the product or message we are sharing.
Perhaps the Dancing Guy video was even more accurate than I previously thought. Choose your first followers carefully enough and they can be the ones to build momentum and lead to success. Now all we have to do, as leaders, is work on our dance moves!
