Leaders Eat Last: Why Some Teams Pull Together and Others Don't

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When people know that their leaders are concerned about protecting them, they can work harder and more focused, without worrying about external threats. In his mostly vague, ideologic business jargon, Sinek seems to make the claim that today's workers are fundamentally and emotionally flawed and imbalanced.In a survey conducted in 2011, 1 in 3 US employees considered leaving their jobs, a number that proves that many people remain in business just for reasons such as family support and insecurities about finding another job.

Leadership can be a double-edged sword: it can lead to progress and safety when done well, but it can also contribute to selfishness and the dehumanization of others when done poorly. The cases presented were interesting on their own, but I felt they were excessive bunched together as evidence of his argument. So the next time you wonder why some people are natural leaders, remember that it all comes down to biology.Following his initial great book "Start With Why", he immensely added great value by discussing a crucial element into the success of any organization, and that is the "environment/atmosphere". GE: Focus on the short term: Profits at GE were like a roller coaster in the period under review, with huge variations. This lack of connection has contributed to some of the lowest approval ratings in congressional history. More than ever, we need leaders to create Circles of Safety and positive, fulfilling work environments. Sinek has also had the honor of presenting his ideas to the Ambassadors of Bahrain and Iraq, at the United Nations and to the senior leadership of the United States Air Force.

Without empathy, we distance ourselves from our leaders and can make decisions that harm them, especially if we become our most abstract relationship. This breaks down the various chemicals in our body that are designed to help us survive but often reinforce a negative environment. Fourth, a good leader doesn't give commands, they create an environment when commands aren't always needed.Maybe it's because all of the super psycho religious fanatics came over here (America) circa 300 years ago. Sinek’s unconventional and innovative views on business and leadership have attracted international attention and have earned him invitations to meet with an array of leaders and organizations, including: Microsoft, MARS, SAP, Intel, 3M, the United States Military, members of the United States Congress, multiple government agencies and entrepreneurs. The further we are from our own, the more we are prone to dehumanize people and see them as gears of a machine.

Companies also encourage this addiction to performance by rewarding employees for achieving better and faster results, without taking into account the long-term consequences of their actions. Now with an expanded chapter and appendix on leading millennials, based on Simon Sinek’s viral video “Millenials in the workplace” (150+ million views). Simon Sinek offers many detailed examples and stories of leaders in all walks from the military to politics and businesses. That person at the top who is directly responsible for the team that he runs, and for the success of the company. I found myself needing to inject "she", "her", "they", and "their" an awful lot because this book reads old fashioned.

In our full Leaders Eat Last summary (get complete summary here), we share more insights and examples about (i) circles of safety, (ii) the role of leadership, and (iii) how these relate to trust, rules and culture. He brings just a little Darwin and a little neuroscience to the land of the Jesus barbarians and wows em'.