Features of Leaders Eat Last PDF
Leaders Eat Last PDF-Finally in paperback: the New York Times bestseller by the acclaimed, bestselling author of Start With Why and Together is Better. Now with an expanded chapter and appendix on leading millennials, based on Simon Sinek’s viral video “Millenials in the workplace” (150+ million views).
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.
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.
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.
Sinek illustrates his ideas with fascinating true stories that range from the military to big business, from government to investment banking.
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Description of Leaders Eat Last PDF
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Dimensions and Characteristics of Leaders Eat Last PDF
- Publisher : Portfolio; Reprint, Revised edition (May 23, 2017)
- Language : English
- Paperback : 368 pages
- International Standard Book Number-10 : 1591848016
- International Standard Book Number-13 : 978-1591848011
- Item Weight : 11.2 ounces
- Dimensions : 5.33 x 0.96 x 7.93 inches
- Book Name : Leaders Eat Last PDF
Nonny Mouse “Leaders Eat Last is a worthwhile read. I would give it 3/5 stars with the following comments:
Sinek offers a brief explanation of how psychology and biochemistry guide our choices and behaviours. He then develops this by proposing his ‘Circle of Safety’ theory of human behaviour, and relates this to working environments. I found this part of the book the most compelling. Although not intended to be an academic text, he grounds his theory in scientific evidence, expressed in uncomplicated straightforward language. He also provides real-world examples to develop your understanding and to place his explanations firmly within a work or business context.
Further into the book historical context is given to support the observation that workplace cultures change along with the psychologies of those that inhabit them- I found this worthy of reflection, although it was a little long and tedious in places. Whilst not an instruction manual for creating workplace trust, nor a presentation of ‘The Business Case for Workplace Altruism’ it is possible to glean ‘dos and don’ts’ from the many case studies given.
Whilst undeniably hopeful, there are several areas for improvement. The book lost 2 stars because the examples became repetitive after the first few chapters; I found them excessive and unnecessary. They didn’t add anything to the argument being made. The structure and pace of the book also left much to be desired. I kept reading hoping that the last two-thirds of the book would show a development of the author’s ideas, but they merely re-stated the first third with another gush of case studies.
I think the ideas in this text would have been expressed in a more interesting way if they had been presented as a series of three or four essays. This might have curbed Sinek’s habit of repetition and overuse of illustrative examples, making his arguments clear and more persuasive. He might have paced himself more effectively and linked his ideas better (for example his explanation of the Baby Boomer and Millenial work ethics).”
John “This book says nothing more than “treat employees well” – it’s totally obvious. As another reader has commented, he has hand-selected anecdotes which he retro-fits to fit his ideas. Another reader says that the book is grounded in evidence. It is not. It uses flimsy, hand-picked evidence which readers lap up because they’d like it to be true (“nice” companies do well and “nasty” companies do badly in the long run). There are lots of examples of companies that failed because they focused excessively on being nice rather than being efficient (see O’Toole’s “The Enlightened Capitalists”). He plays to every stereotype and has the standard one-sided populist rants against business, banks, shareholders. He then branches off into the dangers of multitasking and social media which has nothing to do with leadership – this book is everything he wants to say about the world.
This is classic Simon Sinek. He has no expertise – he’s neither a top executive, nor a top business journalist, nor a top business researcher, but just makes stuff up and makes it sound good like the advertising executive that he is. He did this with Start With Why (but now claims Apple is an evil company that pays insufficient tax, even though he praised it in SWW) and repeats the formula here. Some of his arguments are completely ludicrous. He claims Wells Fargo is an ethical, motivating company founded on a Why rather than targets. This has been shown to be patently false as targets are what caused Wells Fargo to open fake bank accounts. Moreover, his argument for how Wells Fargo motivated employees was that a customer would come in and tell them a story of how their loan changed their life by allowing them to pay off a debt. He claims that Wells Fargo serves some higher purpose by doing this – when all it is is giving a customer debt to pay off debt, so the customer is just as indebted as before.”
A. Jukl “Bottom line: Skip this book. Go online for similar philosophical insights, for free and faster. It seems Sinek himself has not actually led or developed any serious organization, at the time of writing this book.
The first 2 “parts” of this book ultimately offer interesting (and in my opinion, relevant) observations and recommendations about the best practices and implementation of leadership. Sinek ultimately presents a philosophy worth discussion and consideration.
My frustration with this book is that it seems to be informed primarily by anecdotes and a (shockingly) anemic bibliography. There’s a hard-line (and reiterated) invocation of and reliance on science for Sinek’s thesis, but he appears to have conducted almost none of the expected research.
For instance, psychobiology is a crucial part of Sinek’s argument, so I’d expect a number of articles informing his scientific opinion; there seem to be only 2 citations, both from the same author. (I hoped for *at least* a diversity of authors.)
There’s also a section where Sinek engages in a discussion of tax policy – there’s a sense of what he’s going for here, but because he disregards a significantly larger, complicated, and historical perspective (and chooses to not plumb those necessary depths), it ultimately becomes a burden on your time.
On anecdotes – one that bothered me in particular is Sinek’s failure to hold a manager accountable for their dismissal of an “entitled” millennial employee (Chapter 24, page 246). I agree with the author that the employee was misguided, but leaders “model the way.” By failing to capture how the manager could have demonstrated leadership and empathy (a characteristic championed as essential earlier in the book), Sinek’s missed teaching opportunity turns into a moment of “toldya so” smugness.
Other anecdotes, in all fairness, are great. There are a number of powerful stories from corporate executives and military servicemen that you may have already heard, but which also remain relevant and inspirational.
(A sudden realization – I believe the vast majority of anecdotes and interviews in this book are of male leaders. It is strange that Sinek did not pursue more diversity at the most basic level here.)
A final critique of the book itself – there surprisingly seem to be no footnotes. Anywhere. The reader is out-of-luck if they’d like to delve into a particular source that informed Sinek’s opinion, unless they flip to the “Notes” section at the book and hunt for a reference. This feel like intellectual (for lack of a better word) cowardice – I hope that this is unintentional and is instead a bug with the Kindle edition.
If you’re looking for a book on leadership – I would encourage you to consider those where the author has conducted their own primary research and analysis (or has conducted a critical meta-analysis of existing research).
Alternatively, consider a a book written by, or about, a leader’s specific journey (good or bad!) building and leading organizations.
Biographies will almost certainly also lack the scientific rigor of Sinek’s effort here, but will be more likely to dive deep into an empathic, reflective discussion of the decisions and consequences of a person who has “walked the walk.” It will probably be more valuable than the prose of a person who has only observed leadership (which unfortunately appears to be the case here).
I rarely write reviews, but I spent the time here with a considered evaluation so that perhaps you will not make my same mistake. SKIP THIS BOOK.”
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