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Leaders Eat Last: Why Some Teams Pull Together and Others Don't Paperback – May 23, 2017

by Simon Sinek (Author)
4.7 4.7 out of 5 stars 16,097 ratings
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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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  1. Part of series
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  6. Dimensions
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  7. ISBN-10
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  8. ISBN-13
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  1. “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”
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  2. It is not the genius at the top giving directions that makes people great. It is great people that make the guy at the top look like a genius.
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  3. These exceptional organizations all have cultures in which the leaders provide cover from above and the people on the ground look out for each other. This is the reason they are willing to push hard and take the kinds of risks they do. And the way any organization can achieve this is with empathy.
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Start with Why Find Your Why The Infinite Game Together is Better
Start with Why Find Your Why The Infinite Game Together is Better
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About the Author

Simon Sinek is an optimist, teacher, writer, and worldwide public speaker. His first four books --Start With Why, Leaders Eat Last, Together is Better, and Find Your Why -- have been national and international bestsellers. His first TED talk, based on Start With Why, is the third most-viewed TED video of all time. Learn more about his work and how you can inspire those around you at StartWithWhy.com.

Excerpt. © Reprinted by permission. All rights reserved.

Chapter 1

Protection from Above

A thick layer of clouds blocked out any light. There were no stars and there was no moon. Just black. The team slowly made its way through the valley, the rocky terrain making it impossible to go any faster than a snail's pace. Worse, they knew they were being watched. Every one of them was on edge.

A year hadn't yet passed since the attacks of September 11. The Taliban government had only recently fallen after taking a pounding from U.S. forces for their refusal to turn over the Al Qaeda leader, Osama bin Laden. There were a lot of Special Operations Forces in the area performing missions that, to this day, are still classified. This was one of those teams and this was one of those missions.

All we know is that the team of twenty-two men was operating deep inside enemy territory and had recently captured what the government calls a "high-value target." They were now working their way through a deep valley in a mountainous part of Afghanistan, escorting their high-value target to a safe house.

Flying over the thick clouds that night was Captain Mike Drowley, or Johnny Bravo, as he is known by his call sign or nickname. Except for the whir of his engines, it was perfectly peaceful up there. Thousands of stars speckled the sky, and the moon lit up the top of the clouds so brightly it looked like a fresh layer of snow had fallen. It was beautiful.

Johnny Bravo and his wingman were circling above in their A-10 aircraft, waiting should they be needed below. Affectionately known as the Warthog, the A-10 is not technically a fighter jet; it's an attack aircraft. A relatively slow-flying, single-seat armored plane designed to provide close air support for troops on the ground. Unlike other fighter jets, it is not fast or sexy (hence the nickname), but it gets the job done.

Ideally, both the A-10 pilots in the air and the troops on the ground would prefer to see each other with their eyes. Seeing the plane above, knowing someone is looking out for them, gives the troops below a greater sense of confidence. And seeing the troops below gives the pilots a greater sense of assurance that they will be able to help if needed. But given the thick cloud cover and the mountainous terrain that night in Afghanistan, the only way either knew the other was there was through the occasional radio contact they kept. Without a line of sight, Johnny Bravo couldn't see what the troops saw, but he could sense how the troops felt from what he heard over the radio. And this was enough to spur him to act.

Following his gut, Johnny Bravo decided he needed to execute a weather letdown, to drop down below the clouds so he could take a look at what was happening on the ground. It was a daring move. With the thick, low-hanging clouds, scattered storms in the area and the fact that Johnny Bravo would have to fly into a valley with his field of vision reduced by the night-vision goggles, performing the weather letdown under these conditions was extremely treacherous for even the most experienced of pilots.

Johnny Bravo was not told to perform the risky maneuver. If anything, he probably would have been told to hang tight and wait until he got the call to help. But Johnny Bravo is not like most pilots. Even though he was thousands of feet above in the safe cocoon of his cockpit, he could sense the anxiety of the men below. Regardless of the dangers, he knew that performing the weather letdown was the right thing to do. And for Johnny Bravo, that meant there was no other choice.

Then, just as he was preparing to head down through the clouds into the valley, his instincts were confirmed. Three words came across the radio. Three little words that can send shivers down a pilot's neck: "Troops in contact."

"Troops in contact" means someone on the ground is in trouble. It is the call that ground forces use to let others know they are under attack. Though Johnny Bravo had heard those words many times before during training, it was on this night, August 16, 2002, that he heard the words "troops in contact" for the first time in a combat situation.

Johnny Bravo had developed a way to help him relate to the men on the ground. To feel what they feel. During every training exercise, while flying above the battlefield, he would always replay in his mind the scene from the movie Saving Private Ryan when the Allies stormed the beaches of Normandy. He would picture the ramp of a Higgins boat dropping down, the men running onto the beach into a wall of German gunfire. The bullets whizzing past them. The pings of stray shots hitting the steel hulls of the boats. The cries of men hit. Johnny Bravo had trained himself to imagine that that was the scene playing out below every time he heard "Troops in contact." With those images vividly embossed in his mind, Johnny Bravo reacted to the call for assistance.

He told his wingman to hang tight above the clouds, announced his intentions to the flight controllers and the troops below and pointed his aircraft down into the darkness. As he passed through the clouds, the turbulence thrashed him and his aircraft about. A hard push to the left. A sudden drop. A jolt to the right. Unlike the commercial jets in which we fly, the A-10 is not designed for passenger comfort, and his plane bounced and shook hard as he passed through the layer of cloud.

Flying into the unknown with no idea what to expect, Johnny Bravo focused his attention on his instruments, trying to take in as much information as he could. His eyes moved from one dial to the next followed by a quick glance out the front window. Altitude, speed, heading, window. Altitude, speed, heading, window. "Please. Let. This. Work. Please. Let. This. Work," he said to himself under his breath.

When he finally broke through the clouds, he was less than a thousand feet off the ground, flying in a valley. The sight that greeted him was nothing like he had ever seen before, not in training or in the movies. There was enemy fire coming from both sides of the valley. Massive amounts of it. There was so much that the tracer fire-the streaks of light that follow the bullets-lit up the whole area. Bullets and rockets all aimed at the middle, all aimed squarely at the Special Operations Forces pinned down below.

In 2002 the avionics in the aircraft were not as sophisticated as they are today. The instruments Johnny Bravo had couldn't prevent him from hitting the mountain walls. Worse, he was flying with old Soviet maps left over from the invasion of Afghanistan in the 1980s. But there was no way he was going to let down those troops. "There are fates worse than death," he will tell you. "One fate worse than death is accidentally killing your own men. Another fate worse than death is going home alive when twenty-two others don't."

And so, on that dark night in August, Johnny Bravo started counting. He knew his speed and he knew his distance from the mountains. He did some quick calculations in his head and counted out loud the seconds he had before he would hit the valley walls. "One one thousand, two one thousand, three one thousand . . ." He locked his guns onto a position from which he could see a lot of enemy fire originating and held down the trigger of his Gatling gun. "Four one thousand, five one thousand, six one thousand . . ." At the point he ran out of room, he pulled back on the stick and pulled a sharp turn. His plane roared as he pulled back into the cloud above, his only option to avoid smacking into the mountain. His body pressed hard into his seat from the pressure of the G-forces as he set to go around again.

But there was no sound on the radio. The silence was deafening. Did the radio silence mean his shots were useless? Did it mean the guy on the radio was down? Or worse, did it mean the whole team was down?

Then the call came. "Good hits! Good hits! Keep it coming!" And keep it coming he did. He took another pass, counting again to avoid hitting the mountains. "One one thousand, two one thousand, three one thousand . . ." And another sharp turn and another run. And another. And another. He was making good hits and he had plenty of fuel; the problem now was, he was out of ammo.

He pointed his plane up to the clouds to fly and meet his wingman, who was still circling above. Johnny Bravo quickly briefed his partner on the situation and told him to do one thing, "Follow me." The two A-10s, flying three feet apart from each other, wing to wing, disappeared together into the clouds.

When they popped out, both less than a thousand feet above the ground, they began their runs together. Johnny Bravo did the counting and his wingman followed his lead and laid down the fire. "One one thousand. Two one thousand. Three one thousand. Four one thousand . . ." On cue, the two planes pulled high-G turns together and went around again and again and again. "One one thousand. Two one thousand. Three one thousand. Four one thousand."

That night, twenty-two men went home alive. There were no American casualties.

The Value of Empathy

That August night over Afghanistan, Johnny Bravo risked his life so that others might survive. He received no performance bonus. He didn't get a promotion or an award at the company off-site. He wasn't looking for any undue attention or reality TV show for his efforts. For Johnny Bravo, it was just part of the "J.O.B." as he puts it. And the greatest reward he received for his service was meeting the forces for whom he provided top cover that night. Though they had never met before, when they finally did meet, they hugged like old friends.

In the linear hierarchies in which we work, we want the folks at the top to see what we did. We raise our hands for recognition and reward. For most of us, the more recognition we get for our efforts from those in charge, the more successful we think we are. It is a system that works so long as that one person who supervises us stays at the company and feels no undue pressure from above-a nearly impossible standard to maintain. For Johnny Bravo and those like him, the will to succeed and the desire to do things that advance the interests of the organization aren't just motivated by recognition from above; they are integral to a culture of sacrifice and service, in which protection comes from all levels of the organization.

There is one thing that Johnny Bravo credits for giving him the courage to cross into the darkness of the unknown, sometimes with the knowledge that he might not come back. And it's not necessarily what you would expect. As valuable as it was, it isn't his training. And for all the advanced schooling he has received, it isn't his education. And as remarkable as the tools are that he has been given, it isn't his aircraft or any of its sophisticated systems. For all the technology he has at his disposal, empathy, Johnny Bravo says, is the single greatest asset he has to do his job. Ask any of the remarkable men and women in uniform who risk themselves for the benefit of others why they do it and they will tell you the same thing: "Because they would have done it for me."

Where do people like Johnny Bravo come from? Are they just born that way? Some perhaps are. But if the conditions in which we work meet a particular standard, every single one of us is capable of the courage and sacrifice of a Johnny Bravo. Though we may not be asked to risk our lives or to save anybody else's, we would gladly share our glory and help those with whom we work succeed. More important, in the right conditions, the people with whom we work would choose to do those things for us. And when that happens, when those kinds of bonds are formed, a strong foundation is laid for the kind of success and fulfillment that no amount of money, fame or awards can buy. This is what it means to work in a place in which the leaders prioritize the well-being of their people and, in return, their people give everything they've got to protect and advance the well-being of one another and the organization.

I use the military to illustrate the example because the lessons are so much more exaggerated when it is a matter of life and death. There is a pattern that exists in the organizations that achieve the greatest success, the ones that outmaneuver and outinnovate their competitors, the ones that command the greatest respect from inside and outside their organizations, the ones with the highest loyalty and lowest churn and the ability to weather nearly every storm or challenge. These exceptional organizations all have cultures in which the leaders provide cover from above and the people on the ground look out for each other. This is the reason they are willing to push hard and take the kinds of risks they do. And the way any organization can achieve this is with empathy.

Chapter 2

Employees Are People Too

Before there was empathy at the company, going to work felt like, well, work. On any given morning, the factory employees would stand at their machines waiting to start at the sound of the bell. And when it rang, on cue they would flip the switches and power up the machines in front of them. Within a few seconds, the whir of the machinery drowned out the sound of their voices. The workday had begun.

About two hours into the day, another bell would ring, announcing the time the workers could take a break. The machines would stop and nearly every worker would leave their post. Some went to the bathroom. Some went to grab another cup of coffee. And some just sat by their machines, resting until the bell told them to start work again. A few hours later, the bell would sound again, this time to let them know they were now allowed to leave the building for lunch. This was the way it had always been done.

Product details

  • Publisher ‏ : ‎ Portfolio; Reprint edition (May 23, 2017)
  • Language ‏ : ‎ English
  • Paperback ‏ : ‎ 368 pages
  • ISBN-10 ‏ : ‎ 1591848016
  • ISBN-13 ‏ : ‎ 978-1591848011
  • Item Weight ‏ : ‎ 10.8 ounces
  • Dimensions ‏ : ‎ 5.29 x 0.96 x 7.99 inches
  • Customer Reviews:
    4.7 4.7 out of 5 stars 16,097 ratings

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Simon Sinek

Simon Sinek

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Simon Sinek is an optimist. He teaches leaders and organizations how to inspire people. From members of Congress to foreign ambassadors, from small businesses to corporations like Microsoft and 3M, from Hollywood to the Pentagon, he has presented his ideas about the power of why. He has written two books, Leaders Eat Last and Start With Why and is quoted frequently by national publications. Sinek also regularly shares 140 characters of inspiration on Twitter (@simonsinek).

Customer reviews

4.7 out of 5 stars
4.7 out of 5
16,097 global ratings
One of my favorite Leadership book
5 Stars
One of my favorite Leadership book
Just wrapped up "Leaders Eat Last" by Simon Sinek, and let me tell you – it's a game-changer!This book dives deep into the inspiring stories and timeless lessons of leaders across various domains, connecting the dots between leadership principles from our ancestral past to their pivotal role in today's corporate battlegrounds.What resonated with me the most was the exploration of good versus bad leadership traits. Sinek doesn't just give you a checklist; he crafts a narrative that unveils why certain teams thrive in trust and support, while others drown in conflict and betrayal. It's all about the culture set by the leader – a critical factor often overlooked in the pursuit of success."Leaders Eat Last" isn't a step-by-step manual; it's a treasure trove of principles and traits that define exceptional leaders. If you're ready to elevate your leadership game and understand the subtle yet powerful dynamics that shape successful teams, this book is your compass.
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B.H
5.0 out of 5 stars A book for every leader in every position
Reviewed in the United States on April 16, 2024
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This book has opened my eyes to seeing the aspects of leadership that are rudimentary, but incredibly difficult to simply “know”. In reading this book, you will be better equipped to know why people do what they do and why they do it. Easy reading and deep concepts. A great combo
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PetrosE
5.0 out of 5 stars One of my favorite Leadership book
Reviewed in the United States on December 12, 2023
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Just wrapped up "Leaders Eat Last" by Simon Sinek, and let me tell you – it's a game-changer!

This book dives deep into the inspiring stories and timeless lessons of leaders across various domains, connecting the dots between leadership principles from our ancestral past to their pivotal role in today's corporate battlegrounds.

What resonated with me the most was the exploration of good versus bad leadership traits. Sinek doesn't just give you a checklist; he crafts a narrative that unveils why certain teams thrive in trust and support, while others drown in conflict and betrayal. It's all about the culture set by the leader – a critical factor often overlooked in the pursuit of success.

"Leaders Eat Last" isn't a step-by-step manual; it's a treasure trove of principles and traits that define exceptional leaders.

If you're ready to elevate your leadership game and understand the subtle yet powerful dynamics that shape successful teams, this book is your compass.
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PetrosE
5.0 out of 5 stars One of my favorite Leadership book
Reviewed in the United States on December 12, 2023
Just wrapped up "Leaders Eat Last" by Simon Sinek, and let me tell you – it's a game-changer!

This book dives deep into the inspiring stories and timeless lessons of leaders across various domains, connecting the dots between leadership principles from our ancestral past to their pivotal role in today's corporate battlegrounds.

What resonated with me the most was the exploration of good versus bad leadership traits. Sinek doesn't just give you a checklist; he crafts a narrative that unveils why certain teams thrive in trust and support, while others drown in conflict and betrayal. It's all about the culture set by the leader – a critical factor often overlooked in the pursuit of success.

"Leaders Eat Last" isn't a step-by-step manual; it's a treasure trove of principles and traits that define exceptional leaders.

If you're ready to elevate your leadership game and understand the subtle yet powerful dynamics that shape successful teams, this book is your compass.
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5 people found this helpful
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Fast Lane Car Care
5.0 out of 5 stars Truly Amazing Read!
Reviewed in the United States on November 3, 2020
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This book is truly amazing. Within the pages you will learn the importance of establishing REAL long lasting relationships with those in your life as opposed to digital ones. These relationships are not just limited to the ones you love: your friends, family and so on, but also the relationships we have with our coworkers, and others around us.
Simon has packed this book with practical examples of changes we can make to improve those relationships, the dangers of unchecked social media use and backs it all up with study after study.
Whether or not you aspire to own a business or become a CEO, we can all learn a lot from this book and its teachings could literally make this world a better place if we could all start making small changes for the good of us all rather than what’s good for us. Learn about the “Circle Of Safety” and how it was not only relevant to humans and animals thousands of years ago but also, perhaps even more relevant today and in the future.
In 2017 Simon and team revisited “Leaders Eat Last” and added a section on leading Millennials. He highlights the difference between the Millennial generation and other generations before them. He takes this a step further and offers practical applications for how companies can make the most of their Millennial team members and also how Millennials can make the most of their employers and grow to become stronger humans all together. Also in this section are tips for parents to better deal with their children in our rapidly changing and growing society.
It’s not often that an author writes a book that can help so many people in so many ways throughout various walks of life, but Simon Sinek and his team have certainly done so with “Leaders Eat Last.”

-Doug Lane
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4.0 out of 5 stars Great concepts though his political analysis is weak
Reviewed in the United States on March 15, 2024
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I enjoyed listening to and reading this book, and it was a follow up to reading his “Start With Why.” This book is based largely upon a concept espoused by Marine officers, namely that officers (or more generally, leaders) eat last. The point is leaders should be selfless and caring for the people in their charge before they care for themselves.

The concept is proven in the Marine Corps and would be so useful in the business world if executed by more C-level executives.

My problem with this book is that the author spends a little more time on politics than is really necessary. At one point, he essentially blames Newt Gingrich for the increased divisiveness in Congress because Representatives were encouraged by Gingrich to leave DC and travel home to their districts more frequently. This led to less time spent together outside of work hours and fewer friendships across the aisle. The whole reason for Representatives being in DC, though, is to represent the people of their district. Sinek argues later that some of the best business leaders are those who constantly engage with the people they lead. One wonders why he misses the point of Congressional representatives returning to their districts to engage their constituents.

He also kind of blames Reagan’s mass firing of ATC controllers after their illegal strike for ushering in an era of acceptance of mass business layoffs. That is unnecessarily partisan and inaccurate.

Sinek does best when he engages issues in American corporations and leadership deficits there. Overall this book is full of great ideas and worth the read.
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Zach Barker
5.0 out of 5 stars Must read!!
Reviewed in the United States on February 13, 2024
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So I’ve read this book not once, not twice, but three times! It is such a powerful book with amazing messages. I’ve recommended it to several of the leadership cohorts I’ve been a part of. I’ve spoke so highly of it that it has become one of the books in our advanced leadership cohort. Something I love is that each time I reread this book, I gain something else or perceive a message in a different way. I honestly could not recommend this book more to anyone! Whether you’re already in a leadership position or wanting to be, this will change your perspective!!
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Alejo MG
5.0 out of 5 stars Libro Simon Sinek
Reviewed in the United States on May 1, 2024
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Buen libro , llegó en buen estado, excelente !
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Eduardo Leal Rodrigues Junior
5.0 out of 5 stars um dos melhores livros sobre liderança que eu já li
Reviewed in Brazil on April 22, 2024
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O livro é fantástico. Bebendo da fonte clássica de treinamento militar é evoluindo a discussão para exemplos práticos e conexão com biologia e antropologia básica. Ótimo livro para aspirantes a líderes ou mesmo para líderes experientes
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Suzel Torre
5.0 out of 5 stars Me encanto
Reviewed in Mexico on June 28, 2023
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Todo líder debería leerlo funciona bastante hay que tratar a los empleados como personas.
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Jigar Parekh
5.0 out of 5 stars Strong Leadership
Reviewed in India on April 9, 2024
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Leadership concept conveyed nicely and in a thought provoking way
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Cliente Amazon
5.0 out of 5 stars Best book on leadership
Reviewed in the Netherlands on March 31, 2024
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This book is really good. Simon Sinek totally got it from the inside out. So inspiring.
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Chris
5.0 out of 5 stars Eye opener
Reviewed in Germany on March 10, 2024
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I enjoyed the explanations for our behaviours and our feelings down to hormones and evolutionary needs
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