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Leaders Eat Last

Why Some Teams Pull Together and Others Don't

Gebonden Engels 2014 9781591845324
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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. As Simon Sinek noticed in his travels around the world, great leaders create environments in which people naturally work together to do remarkable things. Some of these teams trust each other so deeply that they would literally put their lives on the line for each other.

Far more common, unfortunately, are teams that seem doomed to infighting, fragmentation, and failure, no matter what incentives are offered. But why?

The answer became clear during a conversation with a Marine Corps general who explained a USMC tradition: “Officers eat last.” 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.

This principle has been true since the earliest tribes of hunters and gatherers. It’s not a management theory; it’s biology. Our brains and bodies evolved to help us find food, shelter, mates, and especially safety. We’ve always lived in a dangerous world, facing predators and enemies at every turn. We thrived only when we felt safe among our group.

Our biology hasn’t changed in fifty thousand years, but our environment certainly has. Today’s workplaces tend to be full of cynicism, paranoia, and self-interest. But the best organizations 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.

The Circle of Safety leads to stable, adaptive, confident teams, where everyone feels they belong and all energies are devoted to facing the common enemy and seizing big opportunities. Leaders who are willing to eat last are rewarded with deeply loyal colleagues who will stop at nothing to advance their leader’s vision and their organization’s interests. It’s amazing how well it works.

As he did in Start with Why, Sinek illustrates his ideas with fascinating true stories from a wide range of fields.


Trefwoorden:teams, teamcoaching
Aantal pagina's:244

Expertrecensies (5)

Leaders Eat Last
Renze Klamer | 27 oktober 2016
Leaders Eat Last
Marieke Kruitwagen | 5 november 2015
Van nature ben ik een persoon die tijd investeert om collega’s en klanten echt te horen en te zien. Ik geef ze oprechte aandacht. Zo komen collega’s met mij sparren. Laat ik een collega groeien door naast haar te staan. En haar het vertrouwen te geven; je kunt het zelf. Een tijdje dacht ik bij mezelf, wat levert dit nu eigenlijk op.
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Leaders Eat Last
Martin van Staveren | 1 juli 2014
Leaders Eat Last
José Otte | 27 juni 2014
‘Leaders eat last’ van Simon Sinek is een boek over de zoektocht naar de essentie van een veilige, florerende bedrijfscultuur aan de hand van biologie, antropologie en evolutieleer.
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Leaders Eat Last
Carla Verwijs | 27 juni 2014
Hoe komt het dat sommige teams wèl functioneren als hecht team en andere teams slechts samenraapsels van individuen lijken? Waarom vinden zoveel mensen hun werk niet leuk en voelen zich niet betrokken bij het bedrijf?
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Over Simon Sinek

Simon Sinek (1973) studeerde culturele antropologie en ruilde zijn carrière als advocaat al vroeg in voor één in de reclame. In Amerika werkte hij voor Euro/RSCG en Ogilvy & Mather. In 2002 richtte hij zijn eigen bedrijf op. Hij trok wereldwijde aandacht met zijn presentatie over leiderschap op TEDx (2009).

Andere boeken door Simon Sinek



Part 1: Our need to feel safe
1. Protection from above
2. Employees are people too
3. Belonging
4. Yeah, but…

Part 2: Powerful forces
5. When enough was enough
6. E.D.S.O.
7. The big C
8. Why we have leaders

Part 3: Reality
9. The courage to do the right thing
10. Snowmobile in the dessert

Part 4: How we got here
11. The boom before the bust
12. The boomers all grown up
13. Abstraction kills
14. Modern abstraction
15. Managing the abstraction
16. Imbalance

Part 6: Destructive abundance
17. Leadership Lesson 1: So goes the culture, so goes the company
18. Leadership Lesson 2: So goes the leader, so goes the culture
19. Leadership Lesson 3: Integrity matters
20. Leadership Lesson 4: Friends matter
21. Leadership Lesson 5: Lead the people, not the numbers

Part 7: A society of addicts
22. At the center of all out problems is us
23. At any expense
24. The abstract generation

Part 8: Becoming a leader
25. Step 12
26. Shared struggle
27. We need more leaders


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