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

Simon Sinek

Overview: 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. This work describes ways in which leaders can create a “circle of safety” for their followers; a circle that is inclusive, builds trust and camaraderie and enhances effectiveness.

Discussion: Do you agree with the authors’ assertion that “by changing the amount [of data], we change the essence” (pg. 10), and will big data change the human experience as much as some of its messengers claim? Does big data signal an evolutionary or revolutionary change in human interactions, and what is the practical significance of either conclusion as it relates to the nature and character of war? Are there fundamental limits to what we can capture and process as data?

• In Chapter 1, Sinek introduced “Johnny Bravo,” an A-10 pilot. He points out that in most organizations, subordinates look for recognition from above. Johnny Bravo and other highly effective followers are not just motivated by recognition but by empathy. How does empathy motivate Johnny Bravo and what is the source of this empathy?
• In Chapter 2, Sinek cites a Deloitte Shift Index that reports 80 percent of people are unhappy in their jobs. Sinek notes, however, that this is not true of high-performing organization (HPOs). HPOs “have an eerie resemblance to the conditions under which the human animal was designed to operate.“ What are these conditions and how do they enhance effectiveness?
• In Chapter 3, Sinek introduces one of the central ideas of the entire book, his “Circle of Safety.” What is the Circle of Safety and what are the internal and external dangers in your work environment? How do we welcome others into our Circles of Safety?
• In Chapter 4, Sinek hits on a topic that is of critical importance to the Air Force, health and wellness. This also plays into resilience. Having read this, what can you do to enhance your personal health, well-being and resilience and help others as well?
• In Chapters 5-7, Sinek overviews findings from neuroscience that help explain human behavior. He writes of “selfish” and “selfless” chemicals, concepts he returns to throughout the remainder of the book. Can you see where and when these chemicals are produced in your personal experience? How can leaders use this information to enhance belonging and performance?
• In Chapter 8, Sinek returns to some basic leadership concepts, weighing the perquisites of leadership with its responsibilities. What are some of the benefits of being a leader and how might these benefits detract from the leader’s desire to build trust and belonging. When and how should these benefits be put aside for the good of the organization?
• Chapters 9 and 10 discuss the ways leaders build trust and important benefits that emerge from strong trust relationships.