Simon Sinek’s follow up to Start With Why is another excellent and thought provoking read.
Leaders Eat Last is a longer read, and in many ways an easier one. Where Start With Why occasionally struggled with the repetition of example, this is less a feature in Leaders Eat Last.
Instead, we are taken through a tour of what it means to be a leader, how building a circle of safety and trust will create a strong organisation, and allow people to achieve their greatest outcomes.
It spends a long time talking about various biological and chemical imperatives that make us work well together, and suggest where we may fail. It’s not fundamental that you believe this approach to take value from the core message of the book. It has the feeling of popular science that may not be backed up by rigorous evidence, but this doesn’t detract from the overall thesis.
Leaders need to make a safe and trusting space for those they lead. They reap the benefits of higher status and acclaim, but the deal is that they will be the first to run towards danger when it manifests itself.
This is the core idea. Serving the needs of those you lead, being ready to risk all for their good and you’ll be rewarded with loyalty and dedication above and beyond what you could otherwise expect.
Start With Why is Simon Sinek’s best-selling book about Leadership, Inspiration and why some companies or organisations succeed when others might fail.
It has a very simple core premise. Many organisation know What they do and How they do it, but not a great number really understand and articulate Why they do it.
The lack of Why does not stop a company doing well or making money, but it can lead to a lack of direction and focus, which will harm it the longer this lack goes on.
Organisations that understand their Why, their purpose, will drive great loyalty from the customers and employees. They will naturally succeed in their causes because they have an internal compass that can guide them to success.
However, only those organisations that truly live and breathe their why will reap the benefits. Values printed on posters and stuck on a wall will not achieve this success, it must be felt by all throughout the organisation.
At its heart, it is a strong thesis. The book reads well and is easy to understand. It inspires you to consider your why, to find it if you don’t currently know it and to share it when you do.
If it has one failing, then it’s the repetition in the examples. A handful of companies are used over and over to illustrate the points made. Casting a wider net would have helped strengthen the core message even further.
In all, another good book, thought provoking and definitely worth the time to read.