Leaders Eat Last – Simon Sinek
Determining a company’s WHY is crucial, but only the beginning. The next step is how do you get people on board with your WHY? How do you inspire deep trust and commitment to the company and one another? We find out in this book.
Leaders in an Organization
People strive for the title of “leader” because it comes with numerous benefits. These benefits, however, are accompanied by the responsibility they bear for their subjects or employees. Those who fail to fulfill this duty are poor leaders.
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Any benefit you receive at work is intended for your position, not for you.
Human nature and rules
Our society moves forward because of rules. But we don’t really trust rules; we just follow them. Because of oxytocin, trust is something that is inherently human.
This is why we often despise bureaucrats. They always play by the rules and never show the human side that our brain understands better.
We trust people not only to follow the rules, but also to know when to break them.
A single death is a tragedy, a million deaths are a statistic.
Meet the People You Help: Human interaction is everything!
It is far more important to see the impact of your work than to have your boss compliment you on it.
Due to human nature, putting money on the line is usually not as emotionally impactful as offering your time and energy to others.
Remember this when motivating the group you lead.
Destructive Abundance
“Destructive Abundance” refers to a state in which protecting the results takes precedence over protecting those who produce the results.
Companies get to this point because their leaders are only concerned with the score and have forgotten why they decided to play the game in the first place. Temptation replaces challenge, and people can be replaced.
Those at the top have all the authority but none of the information. Those at the bottom have all the information but none of the authority.
Authority and Integrity
Leaders have a vision and should delegate authority to those who can provide reliable information.
Trust necessitates integrity, or the ability to consistently adhere to some moral values.
How you do anything is how you do everything.
Organizations are inherently social
People do not become sober in “Alcoholics Anonymous” until they complete the 12th (and final) step of the programme, which involves assisting another addict in overcoming his addiction.
Similarly, your best days at work were not when everything went perfectly, but when everything went wrong, the difficulty was shared, and your team pulled through as a whole.
