This book introduces the 80/10/10 framework, reframing organizational performance around the interaction between followers, formal leaders, and exceptional individuals. It argues that outcomes are driven less by leadership alone and more by how the 80% are activated, supported, or suppressed.
The model provides a diagnostic lens for culture, accountability, and performance — challenging the conventional wisdom that great organizations are built from the top down.
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Download PDFThis book is written for business leaders, executives, and managers who sense that their leadership approach alone isn't producing the organizational results they expect. It's especially relevant for anyone responsible for team performance, organizational design, or culture transformation — from Fortune 500 VPs to mid-market department heads. It's also a valuable resource for management theorists, MBA students, and organizational behavior scholars interested in a research-grounded framework that moves beyond conventional leadership-centric models.
The 80/10/10 model reframes the Pareto Principle for organizational dynamics. It recognizes that approximately 80% of any organization functions as followers, 10% as formal leaders, and 10% as exceptional individuals who transcend standard roles. The model argues that the collective engagement of the 80% — not leadership alone — ultimately determines whether an organization succeeds or fails.
Most leadership books focus on what leaders should do. This book shifts the lens to followership — the overlooked force that actually drives organizational outcomes. It draws on Barbara Kellerman's followership typology and real-world cases like the 2018 Google employee walkout to show that activated followers can reshape corporate behavior in ways that top-down leadership alone cannot.
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