Description Share. How do I download the books? Simon Sinek, an unshakable optimist, is the author of the bestselling book Start with Why , which challenged traditional assumptions about how great leaders and great companies inspire people. He has presented his ideas to Fortune companies and small start-ups; to nonprofits and members of Congress; to foreign ambassadors and the highest levels of the U.
He lives in New York City. Personal experiences and some failures that author discussed bring lots of motivations and positivity for readers. The best thing is that readers from various fields of life such as businessmen, marketers, actors, players and artists can take benefits and positive points from this book to improve their personal and as well as social life.
The author beautifully captures the great lessons of wisdom and tells how they can improve their lives in a great way. Clicking on the below button will initiate the downloading process of Leaders Eat Last by Simon Sinek.
The first edition of the novel was published in December 31st , and was written by Simon Sinek. The book was published in multiple languages including English, consists of pages and is available in Hardcover format. The main characters of this leadership, business story are ,.
Please note that the tricks or techniques listed in this pdf are either fictional or claimed to work by its creator. Then the call came. Good hits! Keep it coming! He took another pass, counting again to avoid hitting the mountains. 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.
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. Two one thousand. Three one thousand. Four one thousand. There were no American casualties.
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. 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.
For all the technology he has at his disposal, empathy, Johnny Bravo says, is the single greatest asset he has to do his job. 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. 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. 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. 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. Chapman is CEO of the equally cumbersomely named Barry-Wehmiller, a collection of predominantly manufacturing companies that Chapman had been steadily buying over the years. Most of the companies that Chapman bought were in distress. Their financials were weak and, in some cases, their cultures were worse. HayssenSandiacre was his latest acquisition. As he did with every company he acquired, he started by sitting down to hear what employees had to say.
Sitting in the room with Chapman, Campbell was hesitant to talk about what life was like at the company. It feels like someone has their thumb on me. I had to punch a time clock when I walked in and again when I left for lunch, came back and when I was done for the day. You trust them to decide when to get a soda or a cup of coffee or take a break; you make me wait for a bell. It was like there were two different companies.
If an office employee needed to call home to let their kids know they would be late, they would simply pick up the phone and call them. On the factory floor, however, if a worker needed to do the same thing, they had to ask permission to use the pay phone. When Campbell finished, Chapman turned to the personnel leader and told him they needed to take down the time clocks. The bells were to go too.
Without making any grand proclamations and without asking for anything in return from the employees, Chapman decided that things were going to be different from now on. And that was just the start. Empathy would be injected into the company and trust would be the new standard. Preferring to see everyone as human instead of as a factory worker or office employee, Chapman made other changes so that everyone would be treated the same way.
Spare machine parts had always been kept inside a locked cage. If a worker needed a part, they would have to stand in line outside the cage and ask a parts employee to get what they needed.
Workers were not allowed to go into the cage themselves. Chapman ordered all the locks removed and all the fences taken down and allowed any employee to go into the area to check out any part or tool they felt they needed. Chapman took out all the pay phones and made company phones available that any employee could use at any time. No coins needed, no permission required. Any employee would be allowed to go through any door and visit any part of the company whenever they wanted. Every employee would be treated the same way regardless of whether they worked in the administrative offices or on the factory floor.
This was going to be the new normal. Chapman understood that to earn the trust of people, the leaders of an organization must first treat them like people. To earn trust, he must extend trust. Chapman believed in the fundamental goodness of people and he was going to treat them as such. In a short period of time, the company started to feel more like a family.
Simply by changing the environment in which people worked, the same people started acting differently toward each other. They felt like they belonged and that enabled them to relax and feel valued.
People started to care for others as they felt cared for. An employee in the paint department faced a personal crisis. His wife, a diabetic, was going to lose her leg. He needed time to help her, but as an hourly worker, he could not afford to lose any pay. But this was a different company now. Without being asked, his fellow employees quickly came up with a plan: to transfer their own paid vacation days so he could have more days off.
Nothing like this had ever been done before at the company. And so with the help of those in the administrative office, that is exactly what they did. And if an employee has a personal problem, they know the leaders of the company—and their fellow employees—will be there for them. They also looked after their machines better.
This meant fewer breakdowns and fewer work stoppages which also meant expenses were kept in check. The changes were not only good for the people, they were good for the company too. They grew without any debt and without the help of a management consultant—driven reorganization. The company grew because of the people who already worked there. They were more committed because they wanted to be. A new culture of caring allowed the people and strategies to flourish.
This is what happens when the leaders of an organization listen to the people who work there. Without coercion, pressure or force, the people naturally work together to help each other and advance the company. Working with a sense of obligation is replaced by working with a sense of pride. And coming to work for the company is replaced by coming to work for each other. Work is no longer a place to dread.
It is a place to feel valued. It was shortly after Chapman had acquired the company. As the new CEO, no one knew who he was or paid any attention to him as he sipped a cup of coffee before his first meeting.
They just went about their business as usual, waiting for the day to start. And it was what Chapman saw while sitting in the cafeteria that March morning in that started his experiment with the company. He saw something he had never seen before in all of his years in business. It was a scene powerful enough to force him to reexamine nearly every lesson he had ever learned about how to run a company.
What he did at HayssenSandiacre would become the basis for how Chapman would run his entire operation. More important, it would transform how he managed the people who worked for him. As he sat there, Chapman watched a group of employees having their morning coffee together before work. Joking, laughing like they were old friends. But as soon as they stood up to start their day, Chapman noticed a dramatic change in their demeanor.
As if on cue, their smiles were replaced with sullenness. The laughing stopped. The camaraderie evaporated. Chapman was overcome with a feeling of despair. He had bought distressed companies like this before. He had been around their employees before. But, for some reason, he had never been able to see what he saw that day. Up until that day, Chapman had been exactly the kind of executive we teach our MBAs to be. He made decisions based on data, market conditions and financial opportunities.
He thought business was something that was measured on spreadsheets, and he saw people as one of the many assets he had to manage to help him achieve his financial goals. And as that kind of executive, he was very effective. Before that moment in the cafeteria, Chapman was able to make hard decisions far too easily. The St. Louis-based company with the hard-to-spell name was saddled with debt and close to bankruptcy when Chapman took over after his father died in And given the dire situation, he did what any responsible CEO would do in his position.
He laid off employees when he felt it was needed to achieve the desired financial goal, renegotiated his debt obligations, was dependent on banks to support growth and took big risks that would create growth that any high-flying executive would have understood.
And as a result the company slowly built back up to profitability. Chapman left the cafeteria and headed to his first meeting. It was supposed to be a meet-and- greet, a simple formality. He, the new CEO, was to introduce himself to the customer service team, and they were to bring the new CEO up to speed.
But based on what Chapman saw that morning, he realized that he and his team had the power to make the company a place people wanted to go every day. So he set out to create an environment in which people felt they could express themselves honestly and be recognized and celebrated for their progress.
This is the basis of what Chapman calls truly human leadership. When the people have to manage dangers from inside the organization, the organization itself becomes less able to face the dangers from outside.
Truly human leadership protects an organization from the internal rivalries that can shatter a culture. When we have to protect ourselves from each other, the whole organization suffers. But when trust and cooperation thrive internally, we pull together and the organization grows stronger as a result. Nearly every system in the human body exists to help us survive and thrive. Thousands of years ago, other hominid species died off while we lived on. And even though we have been on the planet for a relatively short period of time compared to other species, we have fast become the most successful and the only unrivaled animal on earth.
So successful, in fact, that the decisions we make affect the ability of other animals—even other human beings—to survive or thrive. The systems inside us that protect us from danger and encourage us to repeat behavior in our best interest respond to the environments in which we live and work.
If we sense danger our defenses go up. If we feel safe among our own people, in our own tribes or organizations, we relax and are more open to trust and cooperation. A close study of high-performing organizations, the ones in which the people feel safe when they come to work, reveals something astounding. Their cultures have an eerie resemblance to the conditions under which the human animal was designed to operate. Operating in a hostile, competitive world in which each group was in pursuit of finite resources, the systems that helped us survive and thrive as a species also work to help organizations achieve the same.
There are no fancy management theories and it is not about hiring dream teams. If certain conditions are met and the people inside an organization feel safe among each other, they will work together to achieve things none of them could have ever achieved alone. The result is that their organization towers over their competitors.
This is what Chapman did at Barry-Wehmiller. Quite by accident, he created a work environment and company culture that, biologically, gets the best out of people. To create cultures that inspire people to give all they have to give simply because they love where they work. This book attempts to help us understand why we do what we do.
Almost all of the systems in our bodies have evolved to help us find food, stay alive and advance the species. However, for a lot of the world, and certainly throughout the developed world, finding food and avoiding danger no longer preoccupy our days. We no longer hunt and gather, at least not in the caveman sense. In our modern world, advancing our careers and trying to find happiness and fulfillment are the definition of success. But the systems inside us that guide our behavior and decisions still function as they did tens of thousands of years ago.
Our primitive minds still perceive the world around us in terms of threats to our well-being or opportunities to find safety. If we understand how these systems work, we are better equipped to reach our goals.
At the same time, the groups in which we work are better able to succeed and thrive as well. The cultural norms of the majority of companies and organizations today actually work against our natural biological inclinations. This means that happy, inspired and fulfilled employees are the exception rather than the rule. According to the Deloitte Shift Index, 80 percent of people are dissatisfied with their jobs.
A business environment with an unbalanced focus on short-term results and money before people affects society at large. When we struggle to find happiness or a sense of belonging at work, we take that struggle home. Those who have an opportunity to work in organizations that treat them like human beings to be protected rather than a resource to be exploited come home at the end of the day with an intense feeling of fulfillment and gratitude. This should be the rule for all of us, not the exception.
Returning from work feeling inspired, safe, fulfilled and grateful is a natural human right to which we are all entitled and not a modern luxury that only a few lucky ones are able to find. It was a series of little things that, over time, dramatically affected how his company operates. Lots and lots of little things, some successful, some less so, but all focused on what he understood in his gut needed to happen.
Given his love and tenacity for business, how Bob Chapman explains why he made the course change he did may surprise you. The feeling of love the two had for each other was palpable. Everyone there could feel it. And then, as tradition dictated, the father handed his daughter, his baby girl, to her future husband. A father who would do anything to protect his daughter now ceremonially hands the responsibility of that care to another.
After he gives her hand away, he will take his place in the pews and trust that her new husband will protect her as he did. Like a parent, a leader of a company is responsible for their precious lives. Parents work to offer their children a good life and a good education and to teach them the lessons that will help them grow up to be happy, confident and able to use all the talents they were blessed with.
Those parents then hand their children over to a company with the hope the leaders of that company will exercise the same love and care as they have. This is what it means to build a strong company. Being a leader is like being a parent, and the company is like a new family to join.
One that will care for us like we are their own. They will defend the company and their colleagues like they were their own flesh and blood. The great irony of all this is that capitalism actually does better when we work as we were designed—when we have a chance to fulfill our very human obligations. To ask our employees not simply for their hands to do our labor, but to inspire their cooperation, their trust and their loyalty so that they will commit to our cause.
To treat people like family and not as mere employees. To sacrifice the numbers to save the people and not sacrifice the people to save the numbers.
Leaders of organizations who create a working environment better suited for how we are designed do not sacrifice excellence or performance simply because they put people first. Quite the contrary. These organizations are among the most stable, innovative and high-performing companies in their industries.
Sadly, it is more common for leaders of companies to see the people as the means to drive the numbers. The leaders of great organizations do not see people as a commodity to be managed to help grow the money.
They see the money as the commodity to be managed to help grow their people. This is why performance really matters. The better the organization performs, the more fuel there is to build an even bigger, more robust organization that feeds the hearts and souls of those who work there.
To see money as subordinate to people and not the other way around is fundamental to creating a culture in which the people naturally pull together to advance the business. It is great people that make the guy at the top look like a genius. I cannot be accused of being a crazy idealist, of imagining a world in which people love going to work.
From manufacturing to high tech, from the United States Marine Corps to the halls of government, there are shining examples of the positive results an organization will enjoy when the people inside are willing to treat each other not as adversaries, competitors or opposition but rather as trusted allies.
We face enough danger from the outside. There is no value in building organizations that compound that danger by adding more threats from the inside. Chapman and those like him have called upon us to join them to make that metric grow.
The question is, do we have the courage? We need to build more organizations that prioritize the care of human beings. As leaders, it is our sole responsibility to protect our people and, in turn, our people will protect each other and advance the organization together.
And in doing so, we become the leaders we wish we had. He was completely confident when he decided to go, but now that he was actually there, he felt he had made the biggest mistake of his life. Any thoughts he had about what he could have done or should have done would be interrupted by someone yelling inches from his face. Any feelings of excitement he may have felt before were instantly replaced by feelings of stress, isolation and helplessness.
George was part of a process that has happened thousands of times before him and will continue countless times after him. A process honed by years of trial and error. The process of transforming someone into a United States Marine. It starts in the wee hours of the morning when a new group of recruits, tired and disoriented, arrive at one of two boot camps, one on the East Coast and one on the West Coast.
Thirteen grueling weeks later, each Marine will be given their Eagle, Globe and Anchor pin, the symbol that they have completed the process and earned their place inside the organization. Many will grasp the pin tightly in their fist and feel a pride so intense it will bring them to tears. When they arrived at boot camp, each recruit felt insecure and responsible only for themselves.
Upon leaving, they feel confident in their own ability, a commitment to and responsibility for their fellow Marines, and a certainty that their fellow Marines feel the same for them. This feeling of belonging, of shared values and a deep sense of empathy, dramatically enhances trust, cooperation and problem solving. United States Marines are better equipped to confront external dangers because they fear no danger from each other.
They operate in a strong Circle of Safety. Many a time he tried to attack them; but whenever he came near they turned their tails to one another, so that whichever way he approached them he was met by the horns of one of them. At last, however, they fell a-quarrelling among themselves, and each went off to pasture alone in a separate corner of the field. Then the Lion attacked them one by one and soon made an end of all four. Those things are not what make high-performing groups perform so remarkably.
The ability of a group of people to do remarkable things hinges on how well those people pull together as a team. The world around us is filled with danger. Filled with things trying to make our lives miserable.
At any time and from anywhere, there are any number of forces that, without conscience, are working to hinder our success or even kill us. In caveman times, this was literally the case. The lives of early humans were threatened by all sorts of things that could end their time on earth. Things including a lack of resources, a saber-toothed tiger or the weather.
The same is true today—the threats to our survival are constant. For our modern-day businesses and organizations, the dangers we confront are both real and perceived. A new technology could render an older technology or an entire business model obsolete overnight. At all times, these forces work to hinder growth and profitability. These dangers are a constant. We have no control over them, they are never going to go away and that will never change.
There are dangerous forces inside our organizations as well. Unlike the forces outside, the ones inside are variable and are well within our control.
Some of us face the very real threat of losing our livelihoods if we try something new and lose the company some money. Politics also present a constant threat—the fear that others are trying to keep us down so that they may advance their own careers. Intimidation, humiliation, isolation, feeling dumb, feeling useless and rejection are all stresses we try to avoid inside the organization.
But the danger inside is controllable and it should be the goal of leadership to set a culture free of danger from each other. And the way to do that is by giving people a sense of belonging. By offering them a strong culture based on a clear set of human values and beliefs.
By giving them the power to make decisions. By offering trust and empathy. By creating a Circle of Safety. By creating a Circle of Safety around the people in the organization, leadership reduces the threats people feel inside the group, which frees them up to focus more time and energy to protect the organization from the constant dangers outside and seize the big opportunities. Without a Circle of Safety, people are forced to spend too much time and energy protecting themselves from each other.
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