Item Details

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

Simon Sinek
Format
Book
Published
New York, New York : Portfolio/Penguin, [2014]
Language
English
ISBN
9781591845324, 1591845327, 9780670923168, 0670923168
Summary
Imagine a world where almost everyone wakes up inspired to go to work, feels trusted and valued during the day, then returns home feeling fulfilled. This is not a crazy, idealized notion. Today, in many successful organizations, great leaders are creating environments in which people naturally work together to do remarkable things. In his travels around the world, Simon Sinek noticed that some teams were able to trust each other so deeply that they would literally pull their lives on the line for each other. Other teams, no matter what incentives were offered, were dooming to infighting, fragmentation, and failure. Why? The answer became clear during a conversation with a Marine Corps general. "Officers eat last," he said. Sinek watched as the most junior Marines ate first while the most senior Marines took their place at the back of the line. What's symbolic in the chow hall is serious on the battlefield: great leaders sacrifice their own comfort -- even their own survival -- for the good of those in their care. Today's workplaces tend to be full of cynicism, paranoia, and self-interest. But the best organizations foster trust and cooperation because their leaders build what Sinek calls a Circle of Safety that separates the security inside the team from the challenges outside. The Circle of Safety leads to teams where everyone feels they belong and all energies are devoted to facing the common enemy and seizing big opportunities. Sinek illustrates his ideas with true stories from a wide range of examples, from the military to manufacturing, from government to investment banking.
Contents
  • Protection from above
  • Employees are people too
  • Belonging
  • Yeah, but ...
  • When enough is enough
  • Endorphins, dopamine, serotonin, oxytocin (E.D.S.O.)
  • The big C
  • Why we have leaders
  • The courage to do the right thing
  • Snowmobile in the desert
  • The boom before the bust
  • The Boomers all grown up
  • Abstraction kills
  • Modern abstraction
  • Managing the abstraction
  • Imbalance
  • Leadership lesson 1: So goes the culture, so goes the company
  • Leadership lesson 2: So goes the leader, so goes the culture
  • Leadership lesson 3: Integrity matters
  • Leadership lesson 4: Friends matter
  • Leadership lesson 5: Lead the people, not the numbers
  • At the center of all our problems is us
  • At any expense
  • The abstract generation
  • Step 12
  • Shared struggle
  • We need more leaders.
Description
x, 244 pages : illustrations ; 24 cm
Notes
Includes bibliographical references (pages 235-236) and index.
Technical Details

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    a| Protection from above -- Employees are people too -- Belonging -- Yeah, but ... -- When enough is enough -- Endorphins, dopamine, serotonin, oxytocin (E.D.S.O.) -- The big C -- Why we have leaders -- The courage to do the right thing -- Snowmobile in the desert -- The boom before the bust -- The Boomers all grown up -- Abstraction kills -- Modern abstraction -- Managing the abstraction -- Imbalance -- Leadership lesson 1: So goes the culture, so goes the company -- Leadership lesson 2: So goes the leader, so goes the culture -- Leadership lesson 3: Integrity matters -- Leadership lesson 4: Friends matter -- Leadership lesson 5: Lead the people, not the numbers -- At the center of all our problems is us -- At any expense -- The abstract generation -- Step 12 -- Shared struggle -- We need more leaders.
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    a| Imagine a world where almost everyone wakes up inspired to go to work, feels trusted and valued during the day, then returns home feeling fulfilled. This is not a crazy, idealized notion. Today, in many successful organizations, great leaders are creating environments in which people naturally work together to do remarkable things. In his travels around the world, Simon Sinek noticed that some teams were able to trust each other so deeply that they would literally pull their lives on the line for each other. Other teams, no matter what incentives were offered, were dooming to infighting, fragmentation, and failure. Why? The answer became clear during a conversation with a Marine Corps general. "Officers eat last," he said. Sinek watched as the most junior Marines ate first while the most senior Marines took their place at the back of the line. What's symbolic in the chow hall is serious on the battlefield: great leaders sacrifice their own comfort -- even their own survival -- for the good of those in their care. Today's workplaces tend to be full of cynicism, paranoia, and self-interest. But the best organizations foster trust and cooperation because their leaders build what Sinek calls a Circle of Safety that separates the security inside the team from the challenges outside. The Circle of Safety leads to teams where everyone feels they belong and all energies are devoted to facing the common enemy and seizing big opportunities. Sinek illustrates his ideas with true stories from a wide range of examples, from the military to manufacturing, from government to investment banking.
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