Leaders Eat Last: Why Some Teams Pull Together and Others Don'tThe New York Times bestseller by the acclaimed, bestselling author of Start With Why and Together is Better. Now with an expanded chapter and appendix on leading millennials, based on Simon Sinek's viral video "Millenials in the workplace" (150+ million views). 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 create environments in which people naturally work together to do remarkable things. In his work with organizations around the world, Simon Sinek noticed that some teams trust each other so deeply that they would literally put their lives on the line for each other. Other teams, no matter what incentives are offered, are doomed 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 deadly serious on the battlefield: Great leaders sacrifice their own comfort--even their own survival--for the good of those in their care. Too many workplaces are driven by cynicism, paranoia, and self-interest. But the best ones 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. Sinek illustrates his ideas with fascinating true stories that range from the military to big business, from government to investment banking. |
Contents
Protection from Above 3 33 | 3 |
Employees Are People Too | 10 |
Belonging | 23 |
Yeah but | 31 |
POWERFUL FORCES | 40 |
E D S O | 47 |
The Big C | 65 |
Why We Have Leaders | 77 |
Imbalance | 154 |
So Goes the Leader | 171 |
Integrity Matters | 185 |
Friends Matter | 198 |
Lead the People Not the Numbers | 208 |
A SOCIETY OF ADDICTS | 227 |
At Any Expense | 235 |
243 | |
REALITY | 89 |
HOW WE GOT HERE | 101 |
Abstraction Kills | 121 |
Modern Abstraction | 128 |
Managing the Abstraction | 136 |
BECOMING A LEADER | 272 |
We Need More Leaders | 286 |
Acknowledgments | 307 |
Bibliography | 337 |
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Leaders Eat Last: Why Some Teams Pull Together and Others Don't Simon Sinek No preview available - 2014 |
Common terms and phrases
ability actually addiction air traffic controller alcohol American Bank of America become behavior better Bill Gore bonds Boomers boss brain build Captain Marquet Chapman chemicals Circle of Safety Congress cooperation corporate cortisol Costco create culture DANGER DANGER dangers decisions dopamine e-mail empathy employees endorphins environment Facebook feel safe friends give goal Goldman Sachs happens hard Huffington Post human impact innovation inspire Johnny Bravo keep kids layoffs leaders of companies leadership less lives look manage Marines Millennials multitaskers numbers O'Neal offer organization ourselves oxytocin parents percent person Pew Research Center phones problem protect reason relationships responsibility reward sense serotonin serve share shareholder value simply Sinegal social media someone started story stress strong student survival teenagers things threats tion told tribe trust trying York