Leaders Eat Last

Leaders Eat Last backs three of Tom's lessons and argues with one. Under each of his lessons, what the book says about it, and on which pages.

• Move the people you have before you hire

  Sinek shows leaders growing, coaching and promoting existing people, as Next Jump coaches instead of firing and Costco promotes cashiers to managers. pp. 71, 72 and 199. In the book: The Circle of Safety, E.D.S.O., The five leadership lessons, From permission to intent.

• Turn down anyone unclear about their commitment

  Sinek says leaders are gatekeepers who admit people on character and commitment to the culture, as Next Jump hires one in a hundred. pp. 33 and 71. In the book: The Circle of Safety, E.D.S.O..

• A brand that compounds has a mission and an enemy

  Sinek says companies need a cause bigger than themselves because goals like being the best inspire no one. p. 236. In the book: Step Twelve.

Where it disagrees with Tom

• People online are selfish, so lead with what they get

  Sinek argues humans thrive by serving others and respond most when they see who their work helps, which cuts against the claim that people online engage only for their own gain. pp. 136 and 236. In the book: Five rules for managing abstraction, Step Twelve.

Sinek argues that people are social animals whose brains reward cooperation, so organisations thrive when leaders build a Circle of Safety and protect their people. He ties this to four chemicals: endorphins and dopamine drive getting things done, while serotonin and oxytocin drive pride, trust and loyalty, and cortisol rises when people feel unsafe. Modern abundance, scale and numbers turn people into abstractions, and Milgram's experiments show how harm follows when we cannot see those we affect. Since the 1980s, layoffs, shareholder primacy and dopamine-driven incentives have produced cultures addicted to performance, with Goldman Sachs, Merrill Lynch and BP as warnings and Barry-Wehmiller, Costco and the USS Santa Fe as models. The fix is leaders who eat last, tell the truth, give control to the people nearest the work, and serve real, knowable humans through small daily changes.

• Leaders eat last: the perks of rank are repaid by willingness to give up something of your own when it matters (p. 80).
• A Circle of Safety turns energy that would go into politics toward outside threats and opportunities (p. 32).
• Trust, cooperation and ideas are results of safety, so they cannot be demanded (p. 34).
• The E.D.S.O. chemicals explain what motivates people: dopamine for goals, oxytocin and serotonin for belonging, cortisol for threat (pp. 50 to 66).
• Rules cover normal operations, so train people well and let them judge when to break them (p. 89).
• Seeing the human result of your work lifted fundraisers' weekly revenue by more than 400 percent (p. 135).
• Dunbar's number of about 150 caps groups where people can truly know and look after one another (p. 131).
• Marquet's shift from “permission to” to “I intend” moves decisions to the people with the information (p. 165).
• Trust is built by telling the truth, and spin destroys it faster than a poor decision does (p. 174).
• Step Twelve: the cure for performance addiction is service to real people, in person (p. 227).

• What is the smallest team that can produce at the volume I am used to?

  Dunbar's number of about 150 and Gore's practice of capping each plant at 150 give an upper bound for a trusted working group (pp. 131 to 133).

• How do you build a personal brand that generates inbound rather than requiring outbound?

  He says online relationships only become real through face-to-face contact and that time and energy build more trust than money (pp. 129, 137).

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