Simon Sinek, Leaders Eat Last: Why Some Teams Pull Together and Others Don’t (affiliate link). New York: Portfolio/Penguin: 2014; reprint ed., 2017. 350 pages.
This book is ten years old, so parts of it are somewhat dated. Nevertheless, it delves into timeless leadership issues. Simon Sinek’s primary point is that leaders play a crucial role in developing a culture that brings out the best in their followers.
Sinek highlights the example of CEO Bob Chapman (13). Chapman claimed that empathy was his greatest professional asset (8). Sinek notes, “Chapman understood that to earn the trust of people, the leader of an organization must first treat them like people” (13). When Chapman took over leadership of a company, he spent time listening to the employees’ viewpoints and concerns. Without having to undergo massive layoffs, he significantly increased results. According to Sinek, “This is what happens when the leader of an organization listens to the people who work there” (14).
In evaluating Chapman’s dramatic turnaround of his company, Sinek concludes, “There was no ‘one thing’ that Chapman did to transform his organization. It was a series of little things that, over time, dramatically affected how the company operates. Lots and lots of little things, some successful, some less so” (18). Sinek’s point is that leaders must create environments that draw out the best instincts in people.
Sinek argues that “Being a leader is like being a parent, and the company is like a new family to join” (20). He cites a study that suggests that only 20% of Americans claim to “love” their job (21). Sinek posits that “The ability of a group of people to do remarkable things hinges on how well those people pull together as a team” (25). However, Sinek argues that many companies today don’t provide a “Circle of Safety” for their employees. He suggests that “. . . it should be the goal of leaders to set up a culture free of danger from each other” (26). He cites the example of ancient Spartan warriors who carried a “helmet and breastplate for his own protection, but his shield for the safety of the whole line” (27).
Sinek points out that many current business practices stifle trust between leaders and followers. He notes that “The ease with which many companies use layoffs to help manage expenses and to meet annual projections means that we’re a lot less safe than we used to be” (33).
Sinek examines how people are wired. He suggests that “Nearly everything about humans is designed to help us survive and perpetuate the species through tough times—very tough times” (41). He adds, “When we feel safe among the people with whom we work, the more likely we are to survive and thrive” (41).
Sinek highlights four chemicals in the body that contribute to positive feelings: endorphins, dopamine, serotonin, and oxytocin (45). He notes that endorphins and dopamine “are the reason we are driven to hunt, gather and achieve” (47). Endorphins create a runner’s high (48). Dopamine provides incentive for progress (49).
Sinek claims that serotonin and oxytocin “. . . are the backbone of the Circle of Safety” (55). Oxytocin is the “love chemical,” without which we wouldn’t want to perform acts of generosity (59). His favorite definition of “love” is “Giving someone the power to destroy us and trusting they won’t use it” (61). I’m not sure that is my favorite definition, but it emphasizes trust.
There is evidence that stress-producing jobs actually shorten people’s life expectancy. Sinek writes, “Our jobs are literally killing us” (71). Conversely, in healthy work environments “we have a feeling of comfort and confidence at work that reduces the overall stress we feel because we do not feel our well-being is threatened” (72). He adds, “This is what happens when human beings . . . are put in an environment for which we are designed. We stay. We remain loyal. We help each other and we do our work with pride and passion” (74). There is little question that healthy work environments produce better quality work. But at times I feel that Sinek paints everything a bit too starkly. Some people are lazy or entitled and may not perform well even in a positive work environment. It would have been helpful for Sinek to address how to handle the exceptions. Nevertheless, his general argument is well taken.
Sinek’s main point is that leaders need to create a culture in which employees can thrive. He claims, “What too many leaders of organizations fail to appreciate is that it’s not the people that are the problem. The people are fine. Rather, it’s the environment in which people operate that is the problem. Get that right and things just go” (97). I generally agree with this argument, but I also believe that some people do not know how to appreciate and embrace even a great work culture.
Sinek is concerned that we no longer see employees as people. He claims, “we are now customers, shareholders, employers, avatars, online profiles, screen names, e-mail addresses, and expenses to be tracked” (120). He adds, “The more abstract people become, the more capable we are of doing them harm” (127). Sinek blames people like Milton Friedman, who claimed in 1970 that the purpose of companies was to maximize profit, as long as it was done within the rules (130). Over time, this strategy has led to people becoming abstractions who can be manipulated or exploited in order to maximize profit.
Sinek cautions that “When cultural standards shift from character, values, or beliefs to performance, numbers, and other impersonal dopamine-driven measurements, our behavior-driving chemicals fall out of balance and our will to trust and cooperate dilutes” (162). Certainly, society has become worse during the last ten years!
Sinek argues that creating a healthy work environment is crucial for success. Sinek argues, “As humans, our behavior is significantly influenced by the environment in which we work . . . for better and for worse” (165).
Sinek claims we cannot build trust with people overnight, arguing that “[t]rust evolves once we have enough evidence to satisfy our brain that a person or an organization is, indeed, an honest broker” (188). He goes on to argue that “[b]uilding trust requires nothing more than telling the truth. That’s it. No complicated formula” (193). It behooves us to discern what kind of culture our leadership has produced!
Sinek provides an interesting analysis of former CEO Jack Welch. For him, shareholder value was everything. He was ruthlessly competitive and created intense competition among his staff. When he retired, his company—General Electric—was one of the most valuable companies in the world (210-211). But Sinek asks, “What if we judge a leader not on what they do when they are holding the torch but on what happens after they pass it on?” (211). I think that is a great question. Welch ultimately agreed that emphasizing shareholder value was a bad idea (217). When leadership takes a short-term view, “People in these companies fear they could lose their jobs if the stock market takes a tumble” (217).
Sinek points out that “The performance of the company is closely tied to the personality and values of the person at the top” (218). Jack Welch pitted people against each other (218). The results were unsustainable.
This book offers an extensive discussion on how to treat employees and followers so they—and their organization—thrive. The points seem to be common sense, but these basic practices are often neglected. And, as Sinek points out, corporate America is incentivizing a much different approach to what he suggests.
As with any leadership book that addresses current issues, it can become dated. Nevertheless, the key principles are sound. Leadership is fundamentally a people business. That hasn’t changed. Those who genuinely care for their people will generate much greater productivity, loyalty, and results. Those who are seriously seeking to grow as effective leaders will do well to read this book.
Rating: 3
