Leaders Eat Last

By Simon Sinek

Rating: 7/10

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  • 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.

    Page: 16
  • 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.

    Page: 21
  • We're built to work together. We are, at a deeply ingrained and biological level, social machines. And when we work to help each other, our bodies reward us for our effort so that we will continue to do it.

    Page: 44
  • the bigger the goal, the more effort it requires, the more dopamine we get. This is why it feels really good to work hard to accomplish something difficult, while doing something quick and easy may only give us a little hit if anything at all. In other words, it feels good to put in a lot of effort to accomplish something. There is no biological incentive to do nothing.

    Page: 51
  • As much as we want to stand out and consider ourselves individuals, at our core, we are herd animals that love are biologically designed to find comfort when we feel like we belong to a group

    Page: 65
  • Cortisol is not supposed to stay in our systems; it is supposed to fire off when we sense a threat and then leave when the threat has passed. And for good reason. The stress on our bodies is serious. The manner in which it reconfigures our internal systems can cause lasting damage if we have to live in a perpetual sense of fear or anxiety.

    Page: 67
  • A new set of values and norms has been established for our businesses and our society — a system of dopamine-driven performance that rewards us for individual achievement at the expense of the balancing effects of serotonin and oxytocin that reward us for working together and building bonds of trust and loyalty.

    Page: 118
  • As social animals, it is imperative for us to see the actual, tangible impact of our time and effort for our work to have meaning and for us to be motivated to do it even better.

    Page: 147
  • Whereas money has a relative value (€100 to a collage student is a lot, and €100 to a billionaire is little), time and effort have an absolute one. No matter how rich or poor is someone, or where or when they were born, we all have 24 hours in a day, 365 days in a year. If someone is willing to give us something of which they have a fixed and finite amount, a completely nonredeemable commodity, we perceive greater value.

    Page: 149
  • Whenever a group moves from subsistence to surplus, ruling classes, those with the greatest surplus, work hardest to mold society to meet their expectations.

    Page: 154
  • Building trust requires no nothing more than telling the truth. That's it. No complicated formula.

    Page: 193
  • Dopamine-based rewards systems, like hit-the-goal-get-bonus, when used as the primary means of incentivizing behaviour in a work environment, can't and don't breed trust, loyalty and commitment.

    Page: 253
  • If the leaders of organizations give their people something to believe in, if they offer their people a challenge that outsizes their resources but not their intellect, the people will give everything they’ve got to solve the problem. And in the process, not only will they invent and advance the company, they may even change an industry or the world.

    Page: 283
  • Leadership is not a license to do less; it is a responsibility to do more.

    Page: 286
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