Promoting a Safe and Supportive Work Environment

~Leadership Lessons Learned from “Leaders Eat Last” by Simon Sinek

1. Introduction

Leadership is about putting the needs of others above one’s own. Ture leaders are prioritizing the needs of others over their own and they believe that if the team progresses, he or she will automatically succeed. They selflessly give up the benefits of supporting and protecting those around them and demonstrate their commitment towards the success of the team members.

Simon Sinek’s ‘Leaders Eat Last’ book explores the importance of strong leadership and its considerable impact on the success of a team. This book is practical and unlike many leadership books this book discusses business and non-business leadership examples which can also be applied in any field. Sinek cleverly brings thought provoking examples to the discussion to inspire the readers and engage them more with the book.  Sinek always emphasizes that the collective ability to work together cohesively as a team always leads to extraordinary team achievements.

This book discusses the factors that shape our behaviors such as need for safety, need for belonging, survival instincts, significant events, addiction, and generation differences. Most importantly, Sinek highlights the fact that our own physical well-being significantly shapes our professional behavior. Sinek goes beyond traditional arguments, and he argues that specific chemicals in the human body such as endorphins, dopamine, serotonin, and oxytocin, emphasizing have significant impact on people’s role in a team and how they function in a team.

The book includes impactful and relatable examples like military protocols, parenthood, news stories, and the evolution of our minds and bodies. Sinek explores various perspectives, considering employees, managers, and society. He acknowledges both the practical and aspirational aspects of business conditions concerning leadership.

As an entrepreneurial student, the author of this essay found this book as an insightful, thought-provoking book with real examples. Hence, the discussion throughout the context of essay aims to highlight the learnings from the books as well as incorporate thoughts of author of this essay.

2. Key Concepts

2.1 Creating culture of trust and belonging:

The need for trust and belonging is always related to the need for safety. Employees seek a workplace where they can secure value for themselves. This book emphasizes the importance of the circle of safety within an organization. Great leaders always create a circle of safety for the people around them. Sinek brings the example of Bob Capman, the CEO of Barry-Wehmiller Companies who initiated a four-week unpaid vacation for all employees in his organization instead of lay off employees during pandemic in 2020. Following Bob Chapman many companies including Starbucks, Bank of America, and Morgan Stanley assured staff that no layoffs take place. Further in this example, Chapman focused more on personal connections with the employees, which is resulting in a highly engaged and committed workforce. Layoffs of a team can always result badly on the performance of the rest of the employees in the company, but are hard to measure. If the team doesn’t feel the belongingness, they underperform compared to the potential (Sucher and Westner, 2022). Sinek brings another important saying of Bob Chapman, which is “No one wakes up in the morning to go to work with the hope that someone will manage us. We wake up in the morning and go to work with the hope that someone will lead us. This statement emphasizes the importance of creating culture of trust and setting examples for employees by any leader”. The author has experienced that some managers always celebrate achievements without the team. Employees who did the hard work for the success of the team must be brought forward and appreciated. In that kind of environment, people will feel safe and get motivated to work long term.

2.2 Resilience:

Bob Chapman’s example in the book demonstrates not only how he created a safe environment, but also how he stays resilient in difficult situations in the team. Resilience, as a leadership quality, refers to a leader’s ability to endure and navigate through challenges, setbacks, and adversity without losing motivation or effectiveness. A resilient leader remains firm and adaptable in difficult situations, showing emotional strength, perseverance, and the ability to bounce back from failures. They see failures as opportunities to learn, maintain a positive attitude, and motivate others to overcome obstacles. A clever and resilient team leader always identifies and builds the strengths of each team member, assigning tasks accordingly. He or she develops individual strengths and promotes a sense of personal control. This proves to be more effective in enhancing performance compared to attempting to improve the weaknesses of employees (Southwick et al, 2017).

2.3 Purpose-Driven Leadership:

Sinek illustrates the concept of purposeful leadership through the example of Apple led by Steve Jobs. Jobs’ vision and tireless effort to create innovative products that would “change the world” created a sense of purpose among Apple employees, inspiring them to produce innovative technology and revolutionize many industries. Purpose-driven leadership revolves around leading with a clear sense of purpose, aligning actions and decisions with a meaningful mission or vision. It involves guiding a team or organization towards a goal that goes beyond financial success, focusing on having a positive impact on society, the environment, or a specific cause. A purpose-driven leader inspires and inspires others by emphasizing values, ethics, and a shared sense of mission, encouraging people to find personal meaning and fulfillment in their work. Steve Jobs is evolved as a paradigm case of transformational leadership (Steinwart & Ziegler, 2014) and leadership style often results in more engaged and motivated teams, contributing to both the success of the organization and the well-being of its members.

3. Conclusion

Exceptional leaders prioritize the wellbeing of their team, recognizing that the success of the organization is largely associated with the well-being of everyone, since it promotes collective effort towards organizational development (Mercer LLC, 2015). They understand the value of investing in the growth and fulfillment of their team members, they ultimately accomplish goals by creating a more productive environment. By establishing a circle of Safety, these leaders create a sense of psychological security where team members feel valued, supported, and empowered to take risks and innovate. This sense of belonging cultivates a culture of trust and collaboration, essential ingredients for achieving organizational goals and driving sustained success. Moreover, possessing a keen sense of purpose allows leaders to inspire their teams and establish a shared commitment to the organization’s mission. Moreover, when team members understand the ‘why?’ behind their work, they are more motivated, engaged, and aligned in their efforts, driving greater performance and results.

In conclusion, effective leaders understand that prioritizing team well-being, fostering a secure environment, and articulating a clear purpose are critical components of leadership success. By creating an inclusive and supportive workplace culture, leaders empower their team members to bring their whole selves to work, driving innovation, creativity, and ultimately, organizational excellence. “Leaders Eat Last” serves as a valuable resource for aspiring leaders, offering insights and inspiration to cultivate a leadership style that prioritizes the needs of others and fosters a culture of trust, collaboration, and shared goals. It is a reminder that true leadership is not about personal glory, but rather about serving others and creating meaningful impact in the lives of those we lead.

4. References

Sinec, S. (2014). Leaders Eat Last: Why some teams pull together and others don’t. Penguin Group (USA) ,LLC: Pengiun Group

Sandra, J.S. (2022). What Companies Still Get Wrong About Layoffs. Harvard Business Review. Read on 30.3.2024. https://hbr.org/2022/12/what-companies-still-get-wrong-about-layoffs

Southwick, F. S., Southwick, S. M., Charney, D. S., Martini, B. (2017). Leadership and Resilience. Springer Texts in Business and Economics. DOI 10.1007/978-3-319-31036-7_18

Marlane C. S & Jennifer A. Z. (2014). Remembering Apple CEO Steve Jobs as a “Transformational Leader”: Implications for Pedagogy. Journal of Leadership Education. Spring 2014. DOI:10.12806/V13/I2/R3

Mercer LLC, (2015). Employee well-being: A new way to define organizational success. Read on 30.3.2024. https://www.neebc.org/assets/White-Papers/employee-well-being-a-new-way-to-define-organizational-success-mercer-10-2015.pdf