- MP3 CD
- Publisher: Brilliance Audio; MP3 Una edition (September 29, 2015)
- Language: English
- ISBN-10: 1511321083
- ISBN-13: 978-1511321082
- Product Dimensions: 5.2 x 0.5 x 6.8 inches
- Shipping Weight: 0.3 ounces
- Average Customer Review: 834 customer reviews
- Amazon Best Sellers Rank: #573,649 in Books (See Top 100 in Books)
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Leaders Eat Last: Why Some Teams Pull Together and Others Don't MP3 CD – Audiobook, MP3 Audio, Unabridged
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About the Author
Simon Sinek, an unshakable optimist, is the author of the bestselling book Start with Why, which challenged traditional assumptions about how great leaders and great companies inspire people. He has presented his ideas to Fortune 100 companies and small start-ups; to nonprofits and members of Congress; to foreign ambassadors and the highest levels of the U.S. military, among many others. His TEDTalk based on Start with Why is the second most popular video of all time on TED.com. He lives in New York City.
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Top customer reviews
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Sinek begins with biology and outlines the roles of chemicals - specifically Endorphins, Dopamine, Serotonin and Oxytocin - and how evolution has dictated why we generate them and how we respond to them. Endorphins mask pain and help give you a `runner's high' or the intense satisfaction after a tough work out.
Dopamine leads to your `feeling good' upon accomplishing a goal whether that is bringing home dinner while evading sabre-toothed tigers or doing a bang-up job on a major presentation. Think of endorphins and Dopamine as the `individual achievement' chemicals. We need them to excel at what we do.
Serotonin is what gives you a feeling of gratitude and affection for the persons who supported you in your endeavors and the good feeling as they applaud you. Oxytocin is `love' chemical. It gives you the warm fuzzies you get when you hug someone or have a deep meaningful conversation. Think of Serotonin and Oxytocin as the `social' chemicals.
We, as humans, need both the individual achievement and social chemicals to progress. What has happened, unfortunately, in our society is that mores and values have changed to emphasize the former to such an extent that a deadly imbalance has been created. It is truly toxic - your job may be killing you. I used to think this was hyperbole but Sinek presents enough evidence for me to revise this opinion.
Central to Sinek's arguments is the `Circle of Safety'. When a sabre-toothed tiger attacks a herd of buffalos they gather together with their tails touching and horns out. Whichever direction that tiger attacks, it is met with impenetrable defense. This is the circle of safety. We want to feel that there are persons we can trust who will look out for us. Where we can let our guard down and be ourselves.
In such a trusting environment we can focus on doing the best we can and this greatly benefits both us, individually, the company. This feeling of `belonging' is what has disappeared from the corporate workplace to a large extent. It has been replaced by an ethos of `everyone for himself and the Devil take the hindmost'. And, sadly, even the `winners' in this environment are actually losers because of the personal price they pay in terms of insecurity and lack of meaningful relations, not to mention health side effects.
What I found really useful in the book is the way in which Sinek takes concepts from fields such as psychology and shows how they are relevant to what we experience in the workplace. I found these to be penetrating insights and they lead to many `aha' moments as well as to a change in the way I conduct some of my own programs.
For example, take the Milgram experiments. These are some of the best known - and most shocking - experiments in psychology and the implications are truly horrifying. In the early sixties, shortly after the Adolf Eichmann capture, trial and execution, there was a lively debate on whether Nazi collaborators were simply `following orders' or had a sense of responsibility and ownership for what they did.
Yale professor Stanley Milgram devised a series of experiments in which a volunteer was asked to deliver electric shocks to a subject each time he made an `error' in a lesson. Unbeknownst to the volunteer the subject was actually a confederate of the professor and an actor who affected great pain and suffering as the level of electric shocks increased. In reality there were no shocks and no pain but the volunteer did not know this.
When volunteers demurred from administering painful electric shocks the white gowned Milgram told them in various ways that they were required to continue even when they thought that the shocks they were administering were severely harmful to the subject.
The shocking result was that huge numbers of `normal' persons - readily or with mild trepidation - continued to administer potentially lethal shocks to subjects even as they howled with pain and demanded that they be released from the experiment. And this happened simply because they were told to do so by an `authority figure' with no threats or rewards for doing so.
Obviously this has great implications for why dictatorships form and survive and the debate on this continues to this day.
What Sinek points out is that this same experiment is played out in our companies every day at huge human toll. I had never thought of it in these terms before but parallel is exact. Many `managers' willingly take actions that they know will bring hardship and suffering to others - mass layoffs, reductions in benefits, changes in working conditions etc. - simply because they have been directed to do so. Even worse, we have evolved a business `philosophy' where formal directions are no longer necessary - this is simply the way to do things.
Sinek talks about how to bring the balance back in our workplace so both companies and individuals can thrive side by side in a symbiotic relationship. And he gives lots of examples such as the Barry Wehmiller companies where CEO Bob Chapman is dedicated to `building great people who do extraordinary things. And Charlie Kim, CEO of Next Jump who implemented a policy of lifetime employment.
I particularly like his comparison of the results achieved by James Sinegal, CEO of Costco and Jack Welch the much touted former CEO of General Electric. Welch's paradigm of pitting executives against each other created a high stress environment and the gains were short-lived and unsustainable.
In contrast Sinegal built a strong `circle of safety' for his people, paid wages which were nearly double those at Walmart and did many things to engender loyalty and trust. Costco employees are loyal and have built it into the second largest retailer in the country and the growth is both balanced and continuing.
This book will make you think differently about the business systems that prevail in our society and also give you a way to make the workplace more humane.
I hope you join the `Truly Human Leadership" bandwagon set rolling by Bob Chapman, CEO of the Barry Wehmiller companies. Be sure to watch his TEDx talk. Google it to get the URL.
Working with a sense of obligation is replaced by working with a sense of pride.
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When we struggle to find happiness or a sense of belonging at work, we take that struggle home.
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Returning from work feeling inspired, safe, fulfilled and grateful is a natural human right to which we are all
entitled and not a modern luxury that only a few lucky ones are able to find.
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When the Circle is strong and that feeling of belonging is ubiquitous, collaboration, trust and innovation result.
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The strength of the culture, and not its size or resources, determines an organization’s ability to adapt to the
times, overcome adversity and pioneer new innovations.
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If we feel safe at home, but we don’t feel safe at work, then we will suffer what we perceive to be a worklife
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Trust is a biological reaction to the belief that someone has our wellbeing
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“All the perks, all the benefits and advantages you may get for the rank or position you hold, they aren’t meant
for you. They are meant for the role you fill. And when you leave your role, which eventually you will, they will
give the ceramic cup to the person who replaces you. Because you only ever deserved a Styrofoam cup.”
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We don’t just trust people to obey the rules, we also trust that they know when to break them.
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“I can’t delegate my legal responsibilities, I can’t delegate my relationships and I can’t delegate my knowledge.
Everything else, however, I can ask others to take responsibility for,”
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“Leaders are to provide direction and intent and allow others to figure out what to do and how to get there.”
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Customers will never love a company until the employees love it first.
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Abundance destroys value.
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We must all start today to do little things for the good of others . . . one day at a time. Let us all be the leaders we
wish we had.
I liked the neuroscience best, I have to say. Why we thrive under certain conditions and wilt in others.
Most recent customer reviews
Simon has a way of making the science behind business all come together. Great read!