1173539
Book:Leaders eat last : why some teams pull together and others don't / Simon Sinek.:2017. Book Leaders eat last : why some teams pull together and others don't / Simon Sinek.
Leaders eat last : why some teams pull together and others don't / Simon Sinek.
Author: Sinek, Simon
Publication year: 2017.
Language: English
Call Number HD57.7 .S562 2017
Media class: Book
Publisher: New York, New York : Portfolio/Penguin
ISBN: 9781591845324 1591845327
Notes:
"This edition with a revised chapter 24 and new appendix"--Title page verso.
"Now with an expanded chapter on leading Millennials"--Cover.
Extent: xiii, 350 pages : illustrations ; 24 cm
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Description:
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. Today, in many successful organizations, great leaders create environments in which people naturally work together to do remarkable things. In his work with organizations around the world, Simon Sinek noticed that some teams trust each other so deeply that they would literally put their lives on the line for each other. Other teams, no matter what incentives are offered, are doomed to infighting, fragmentation and failure. Why? The answer became clear during a conversation with a Marine Corps general. "Officers eat last," he said. 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. Too many workplaces are driven by cynicism, paranoia, and self-interest. But the best ones 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. Sinek illustrates his ideas with fascinating true stories that range from the military to big business, from government to investment banking.
Part 1. Our need to feel safe -- Protection from above -- Employees are people too -- Belonging -- Yeah, but ... Part 2. Powerful forces -- When enough is enough -- E.D.S.O. -- The big C -- Why we have leaders -- Part 3. Reality -- The courage to do the right thing -- Snowmobile in the desert -- Part 4. How we got here -- The boom before the bust -- The Boomers all grown up -- Part 5. The abstract challenge -- Abstraction kills -- Modern abstraction -- Managing the abstraction -- Imbalance -- Part 6. Destructive abundance --Leadership lesson 1: So goes the culture, so goes the company -- Leadership lesson 2: So goes the leader, so goes the culture -- Leadership lesson 3: Integrity matters -- Leadership lesson 4: Friends matter -- Leadership lesson 5: Lead the people, not the numbers -- Part 7. A society of addicts -- At the center of all our problems is us -- At any expense -- The abstract generation (Revised and expanded) -- Step 12 -- Shared struggle -- We need more leaders -- Appendix: A practical guide to leading Millenials.

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