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Leaders Eat Last ##VERIFIED##

- A core tenet of workplace management, human relations, leadership, and basically everything else in life, is that when we feel hopeless and devastated (like many of us do with our work situation) about some area of life, and we feel like we have no control, then the result is rarely positive (at least until we overcome it).

Leaders Eat Last

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Based on the quote above, Simon sets the stage for an all out analysis on why we do what we do. And with his background in biology + anthropology, he starts explaining what makes us tick through the four chemicals in our bodies. 80% of the book is based around these four chemicals and how they drive those of us in leadership roles.

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In September, 2009, at an independently organized TED event, Simon Sinek gave an 18-minute talk explaining how great leaders inspire others to take action. The sound quality of this video was not very good. Simon did not speak as well as he normally does. Nevertheless, that talk has become the 2nd most viewed video in the history of the TED website, with over 15 million views as of this writing.

The video is shared so often largely because Simon offered a simple, actionable idea: by clearly communicating why we do what we do, we are able to reach the part of people's brains where decisions are actually made. The simple act of clarifying our WHY and communicating our WHY clearly to others has a significant impact on personal success, marketing success, and leadership success.

As a result of the power of this idea of starting with WHY, and the subsequent popularity of his TEDTalk, Simon has spent the last few years speaking to leaders of all types of organizations including numerous companies, the U.S. military, the U.S. Congress, and even the United Nations.

During this time, he noticed an interesting trend. Organizations that have people who work very effectively as teams have drastically different cultures than do organizations where people tend not to cooperate very much. The organizations with strong cultures have leaders who focus on putting the needs of their people above their own. As Simon writes in the title of his new book: leaders eat last.

Simon has met many great leaders, people who we would call "heroes", over the past few years. A good number of those people are members of the U.S. military. Initially he assumed that these people were great because of some inherent personal trait.

Simon offers both simple and complex examples of the effects of either having or lacking a strong Circle of Safety, which makes the book highly practical at times and very thought-provoking at others. He also offers a range of actionable ideas for creating a more successful organization, with a stronger Circle of Safety, whether we have an official leadership position or not.

Brené Brown has spent the past two decades studying the emotions and experiences that give meaning to our lives, and the past seven years working with transformative leaders and teams spanning the globe. She found that leaders in organizations ranging from small entrepreneurial startups and family-owned businesses to nonprofits, civic organizations, and Fortune 50 companies all ask the same question: How do you cultivate braver, more daring leaders, and how do you embed the value of courage in your culture? This audiobook answers this question.

In the military, a field manual provides instructions in simple, clear, step-by-step language to help soldiers complete their mission. In the civilian sector, books offer information on everything from fixing a leaky faucet to developing an effective workout program to cooking a good steak. Leadership Strategy and Tactics explains how to take leadership theory, quickly translate that theory into applicable strategy, and then put leadership into action at a tactical level. This audiobook is the solution that leaders at every level need.

An updated edition of the blockbuster best-selling leadership book that took America and the world by storm, two US Navy SEAL officers who led the most highly decorated special operations unit of the Iraq War demonstrate how to apply powerful leadership principles from the battlefield to business and life.

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.

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.

Leaders Eat Last by Simon Sinek is such a simple yet powerful metaphors at servant leadership. It highlights the idea of servant leadership, the sacrifice leaders have to make for others. Thanks for picking this book?

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 are creating environments in which people naturally work together to do remarkable things. In his travels around the world since the publication of his bestseller Start with Why, Simon Sinek noticed that some teams were able to trust each other so deeply that they would literally put their lives on the line for each other. Other teams, no matter what incentives were offered, were doomed to infighting, fragmentation and failure. Why?

Leadership is not a rank, it is a responsibility. Leadership is not about being in charge, it is about taking care of those in your charge.When we take care of our people, our people will take care of us. They will help see that our cause becomes a reality.In Leaders Eat Last, Simon Sinek, internationally bestselling author of Start With Why, investigates these great leaders from Marine Corps Officers, who don't just sacrifice their place at the table but often their own comfort and even their lives for those in their care, to the heads of big business and government - each putting aside their own interests to protect their teams.'Simple and elegant, it shows us how leaders should lead' William Ury, co-author of Getting to Yes

Ironically, few leaders nurture these things. In fact, it is far more common for company leaders to see people as commodities to be managed to help grow the numbers. He shows us that leaders who look after their people have people who look after the numbers. Leadership, he says, is about taking responsibility for lives and not numbers.

Great leaders sacrifice their own comfort for the good of others. They commit to the wellbeing of those in their care and have a willingness to make sacrifices. And importantly, great leaders truly care about those entrusted to them. People feel that care and it helps them love their job!

Simon studied successful teams and companies and discovered one important thing that they do differently than other teams. They trusted each other and felt safe. Great leaders create what Simon calls a Circle of Safety where everyone feels they belong.

For an organization to thrive over the long term, leadership excellence is more important than managerial savvy, as Simon Sinek argues in his book, Leaders Eat Last. Sinek argues that the next generation of leaders should put an emphasis on building strong relationships with their followers rather than on maximizing personal gain. He cites the United States Marine Corps as an organization that thrives on teamwork, trust, and shared values. Sinek hopes to make the world a better place by fostering the growth of formidable leaders who appreciate the value of putting others first.

True human leadership shields an organization from internal rivalries that can be detrimental to the culture. When employees work together, it strengthens the organization as a whole because trust and cooperation are essential for internal growth.

Intimidation, humiliation, isolation, feeling dumb, useless, and rejection are all stressors that should be avoided by leaders. This can be accomplished by creating a strong culture based on human values and beliefs, providing decision-making power, trust, empathy, and establishing a Circle of Safety within the organization. Weak leaders are those who only extend the Circle of Safety benefits to their fellow senior executives and a select few others. Strong leaders, on the other hand, extend the Circle of Safety to include everyone who works for the organization. 041b061a72


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