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Leaders Eat Last: Why Some Teams Pull Together and Others Don't (English Edition) par [Simon Sinek]

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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

Nombre de pages de l'édition imprimée

336 pages
Langue

Anglais
Éditeur

Penguin
Date de publication

9 janvier 2014
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2882 KB
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Description du produit

Extrait

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. --Ce texte fait référence à l'édition kindle_edition_av.

Biographie de l'auteur

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 shared his ideas with companies big and small, members of Congress and the highest levels of the US military. His TEDTalk based on Start with Why is the second most popular video of all time on TED.com. He lives in New York City. --Ce texte fait référence à l'édition kindle_edition_av.

Détails sur le produit

ASIN ‏ : ‎ B00HFIBQ3A
Éditeur ‏ : ‎ Penguin; 1er édition (9 janvier 2014)
Langue ‏ : ‎ Anglais
Taille du fichier ‏ : ‎ 2882 KB
Synthèse vocale ‏ : ‎ Activée
Lecteur d’écran ‏ : ‎ Pris en charge
Confort de lecture ‏ : ‎ Activé
X-Ray ‏ : ‎ Activé
Word Wise ‏ : ‎ Activé
Nombre de pages de l'édition imprimée ‏ : ‎ 336 pages

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Gregory Moulinet

By far the best and healthiest definition of leadership

Commenté en France le 9 février 2014

Achat vérifié

This book should be required reading by every MBA programs on the planet. By deconstructing the biological and neurological mechanic of our emotions, Simon articulate perfectly his conception of true leadership, illustrated by compelling case study, inspiring stories and clear cut examples and metaphors. The next pep talk you hear about "be a leader" and "make the world a better place you found it"... you may reconsider few things after reading this book. And if you want to become a better manager, read the book... you will learn that leading is the best way to manage especially when you operate in a toxic corporate culture, no matter your position, rank or function. If you haven't read Simon's first book "Start With Why", read it first before "Leaders Eat last". It is the perfect introduction to core ideas that are more deeply explored in this second book. "Start With Why" has personally helped me in my line of work (brand design) in ways that few other books as ever done. "Leader Eat Last" has already helped me figure out many things that will have a strong and lasting impact on the way i operate. So a big thank you Simon for your serotonin and our oxytocine.

9 personnes ont trouvé cela utile

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Client d'Amazon

Ne vous fiez pas au titre ;)

Commenté en France le 1 septembre 2016

Achat vérifié

Un oeil nouveau et plein d'espoir sur la nouvelle façon de manager, humaine et pour le bien de tous. Des exemples historiques bien choisis. Se lit tout seul !

4 personnes ont trouvé cela utile

Pourquoi un leader est un leader

Commenté en France le 4 juillet 2014

Achat vérifié

Les leaders nous subjuguent frequemment et penser qu'ils disposent de moyens supranaturels est alors l'explication ultime pour dire qu'ils sont leaders. Pourtant, et grâce à Simon Sinek, on aborde la question sous un autre angle. La simplicité avec laquelle la plupart des vrais leaders de ce monde mettent en pratique ces principes et comprendre ce qui les anime au travers des analyses de l'auteur permet de démystifier ces mythes que sont parfois nos leaders.

3 personnes ont trouvé cela utile

Olivier Galliere

EXCELLENT READING

Commenté en France le 15 juin 2016

Achat vérifié

Another good book from Simon Sinek.
I love the examples which are always very crisp and easily remembered.
Should be on every leader's bedside table.
Don't hesitate to watch some of his videos around the same theme.
Thanks Simon for sharing this with us.

Une personne a trouvé cela utile

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Julien le Toquain

Commenté en France le 29 mars 2019

Achat vérifié

Un regard original sur un sujet pourtant mille fois abordé : celui du leadership et de ce qui fait fonctionner les équipes, les chefs, mais aussi tout individu.
Lecture recommandée.

Pamela WATTEBLED

Commenté en France le 29 avril 2018

Achat vérifié

un super livre avec un anglais accessible. j ai adoré et je le conseille à tous les managers ou chef d equipe. une très bonne philosophie.

Commenté en France le 16 avril 2014

Achat vérifié

This book reads like an autobiography of my life and what I have experienced in the companies I have worked. It really is an eye opener on what drives our behaviour and provokes us to better ourselves. The only criticism I have is that once you start reading you can't stop and sleep time is seriously reduced until you finish the book.

2 personnes ont trouvé cela utile

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INSAUSTI Nicolas

Really good book

Commenté en France le 25 août 2018

Achat vérifié

Really good reading

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John

Vacuous and empty by a fraudster with no expertise

Commenté au Royaume-Uni le 15 octobre 2019

Achat vérifié

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.

74 personnes ont trouvé cela utile

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Wilberforce

An empty credo

Commenté au Royaume-Uni le 2 avril 2019

Achat vérifié

A book of baseless assertions 'supported' by anecdotes spun to suit them, founded on the idea that military leadership is applicable to real-world organisations. (It isn't.) Business journalism at its most eye-catching and most awful.

34 personnes ont trouvé cela utile

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Nonny Mouse

Excessive examples detract from worthwhile core idea

Commenté au Royaume-Uni le 3 mai 2020

Achat vérifié

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).

6 personnes ont trouvé cela utile

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@Timothy_Hughes

Not as good as “Start with Why” and “The Infinite Game” but worth a read.

Commenté au Royaume-Uni le 23 janvier 2020

Achat vérifié

Not as good as “Start with Why” and “The Infinite Game” but worth a read. In the book Simon describes a number of the drugs that the body makes when it does certain things. As always Simon has some great examples and case studies. The reader must understand that Simon backs his arguments with a sample of one and we should never use a sample of one. Just because one company is “bad” it does not make all companies "bad". Must admit, I found that last 100 pages tiresome as Simon as these are all based around Simon’s opinion.

8 personnes ont trouvé cela utile

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E. Gopalakrishnan

The science of great leadership

Commenté au Royaume-Uni le 13 mars 2022

Achat vérifié

This book is truly amazing. I can't imagine the amount of time that went into doing all the research behind this book.
The anecdotes are so good, you just keep reading/listening, based on whether you're using audible or not.
Sinek is a great story teller and this book is an example of how to explain what most people might consider relatively difficult topics in a very interesting way.
The psychology and the play of hormones behind our behaviours was probably the most valuable part for me. I had never thought of it that way prior to reading the book. And suddenly a lot of things that I kept wondering about started making sense.
I wish I had read this book before I took the leap to a leadership role. But maybe I wouldn't have been able to relate it as much if I hadn't given leadership a shot and made my own mistakes earlier.
I loved it once and I am sure I will read it many times throughout my career to remind me how to keep being an amazing leader.

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