CPT EUNICE R KASAWALI PN(M)

N.C.S.C. 91
30 May 2021
Book Review Nr 1

LEADERS EAT LAST

Simon Sinek

INTRODUCTION

In the military, cadets are trained to be disciplined because that is an essential part

of being soldiers. Being taught discipline from being civilians into soldiers and servants of

a nation is a hard transition. From the day you take an oath to join the military organization,

you must know how to carry yourself in the public's eyes and honor your organization.

Furthermore, during pieces of training, future soldiers were also being taught how to fire

guns, use military equipment, military science and tactics, warfares, camaraderie,

cooperation, and collaborative success, and most especially to be a leader.

Nothing in this world is perfect. Even current national leaders, high-ranking military

officials, and veterans of war made mistakes when the time comes that they need to lead

and make hard decisions. Regardless if you already used to be a leader, leading is still a

process to evolve yourself, and we cannot deny that every day we lead our subordinates,

the more we learn how to become a true leader.

Being a leader is crucial and very important to a soldier, but we sometimes forget

the concept and differences between a leader and a boss. A true leader knows how to
listen, but a boss only knows how to command; A true leaders are collaborative, while a

boss wants his subordinates only to follow his orders; A true leaders think of his men,

while a boss only thinks of himself. We can still add to the list that we haven't learned

because we, as leaders, are still learning the daily lessons that allow us to progress each

day.

From that perspective, this paper will discuss how Simon Sinek discusses the

essence of being a true leader through his brilliant book entitled "Leaders Eat Last." The

book was divided into chapters so that the readers will get the profound idea of the Author

in each scenario where a true leader will manifest and rise.

SUMMARY

The main message of Leaders Eat Last is simple -- the buck stops at the leader's

desk. In other words, those of us that lead may not always understand the impact that our

leadership roles have on those we lead. To further understand that, here is the summary.

Part 1 – Our Need to Feel Safe

Chapter 1: Protection from Above

Military and battle examples were utilized since lessons are more apparent

throughout everyday life and demise situations. However, that similar standards apply
wherever else. Be it a viable unit in the haze of war or a fruitful organization in a roaring

business sector, they all offer a particular something: leaders give cover from a higher

place and individuals on the ground taking care of one another.

Chapter 2: Employees are People Too

Leaders of extraordinary organizations don't view individuals as an element to

develop money, yet they consider money to be an element to help build each other.

Seeing the connection between individuals and money from people's first perspective

requires having individuals care about the association. When you can put people first,

people will give all that they can to assist the organization in developing. As leaders, our

sole duty is to ensure and protect each other. Furthermore, thus individuals will provide

for one another and advance the organization as a whole. Then again, when our leaders

don't take care of us, we must ensure and protect one another.

Chapter 3: Belonging

It is the idea of Circle of Safety. General surroundings are loaded up with peril and

powers attempting to prevent us. Back in the days, it was saber tooth tigers, and today it

is contenders, evolving innovations, complying with time constraints and individual life

issues. There are also dangers from within towards the people in specific organizations,

like cutbacks and awful societies.

Chapter 4: Yeah…But,

It audits the truth of life for some subordinates who are stuck in awful organizations

and terrible ambiance. A few of us like and gesture at the hypothetical standards, then

discloses to ourselves the fact of the matter is unique. We had the chance to make deals

show a few numbers, and we got mouths to take care of. So individuals wait in any event

when they don't care for their work. Also, that is a pity because having some work we

disdain is frequently more terrible for our well-being than not having some work by any

means. Furthermore, in any event, when we realize that we stay in positions, we disdain,

persuading ourselves that the threats of remaining are more modest than the perils of

leaving, which, the authors, say it's false.

Part 2: Powerful Forces

Chapter 5: When Enough was Enough

We are working at our best when confronting extreme inevitable circumstances

established in science. Many confused leaders accept inner dangers to push individuals

correctly, which, the author says, is essentially false.

Chapter 6: E.D.S.O

E- Endorphins: These give you the "Runner's High."

D- Dopamine: These give you bursts of Euphoria

S- Serotonin: These give you a sense of pride or accomplishment

O- Oxytocin: This gives you a sense of trust/connection/love

Chapter 7: The Big C

The arrival of synthetic social substances is not programmed. However, they can

be repressed if we feel in danger. When that occurs, we have no sensation of sympathy

towards our partners and companions and have no drive to help each other. At the point

when we are submerged in an environment in which we can't have a sense of security,

we usually become narrower-minded, and we begin utilizing our time and energy to

protect ourselves.

Chapter 8: Why we have Leaders?

There is a need for social pecking to keep away from the consistent fight for food

that would leave us all separated and adversaries. With a hierarchy, instead, we willfully

venture back and permit the higher-status people to serve themselves first.

Notwithstanding, the higher status includes some significant pitfalls, and it's this value

that our present society regularly neglects.

Part 3: Reality

Chapter 9: The Courage to Do the Right Thing

We tend to confide in individuals, not principles. We don't often think about rules

as long as individuals in control make the best choice for us. That is why we discover civil

servants and fanatics for the standards irritating: the principles are there to serve us, not

the alternate way. Furthermore, when the bars don't help us any longer, there's no reason

for following and keeping them. In strong organizations, individuals disrupt the norms for

the association's advantage. In feeble associations, individuals defy the guidelines for

their very own benefit.

Chapter 10: Snowmobile in the Desert

What occurs in innovation is amusing. Our limbic mind controls our sentiments and

capacity to trust and coordinate. Also, it's by the immense power that permitted us to

fabricate this complex and mechanically progressed world we live in. What's more, ironic

is that this equivalent innovation makes it harder for us to coordinate and live well with

each other.
Part 4: How We Got Here

Chapter 11: The Boom Before the Bust

The World War I age - the extraordinary age was tied in with serving others. The

children born before the war instead exchanged towards a way of just thinking often about

themselves.

Chapter 12: The Boomers all Grown Up

Expendable advances flourished with the people born after WW2, and that is the

point at which we began to search for different things to toss out. At last, individuals

started getting expendable. We are unknown clients, lines on email records, symbols, and

costs on a bookkeeping page.

Part 5: The Abstract Challenge

Chapter 13: Abstraction Kills

Individuals were bound to incur the most severe electric stun when they couldn't

see the person in question. And afterward, he says that a similar test is occurring right

now in workplaces throughout the planet. When individuals couldn't see the casualties,

the casualties weren't genuine but became abstractions. Likewise, the more unique and
genuinely far-off individuals become from any base camp or high up office floor, the more

we become fit for hurting them with our choices.

Chapter 14: Modern Abstraction

It pertains to drawing a line between the famous Nazi phrase of "I was following

orders" to the modern world "we need to give investor esteem" of the corporate world. As

visual creatures, we seek after things we can see. On the off chance that we see an

individual requiring help, we help. If there's an unmistakable vision of a more promising

time to come, we construct it.

Chapter 15: Managing the Abstraction

Rules in tackling the dangers of abstraction:

 Keep It Real—Bring People Together. The Internet can't give us deep and trusting

relationships. Trust is formed in person;

 Keep It Manageable: 150 max. Keep your groups at no more than 150 people to

reap the benefit of the group's cohesion and sense of tribal belonging;

 Meet People You Help. Getting a visual and real-world experience of the impact of

your work will reward you and motivate you to do even more;
  Give Time, Not Money. We value time and effort we receive more than money;

 Be Patient— 7 Days and 7 Years. It takes time to develop a bond of love and trust.

Sinek doesn't know how long it takes, but it's more than seven days and less than

seven years;

Chapter 16: Imbalance

Today, numerous organizations are imbalanced as far as narrow-minded and

social pursuits, a circumstance which he calls "Destructive Abundance." Destructive

Abundance is a lot of dopamine (objective achievement) and no oxytocin (social

substance). It's getting the outcomes without really focusing on the individuals who

produce the results, and it's zeroing in on the last score, failing to remember why we have

even begun in any case. Destructive Abundance is frequently brought by pioneers who

don't volunteer to bear the obligations of the authority.

Part 6: Destructive Abundance

Chapter 17: Leadership Lesson 1 – Culture = Company

"You can easily judge the character of a man by how he treats those who can do

nothing for him." It implies that a solid organizational culture will treat everybody well and

not simply the individuals who are paying them or bringing in cash at the moment. The
Author says that individuals working in awful organizations are neither dreadful nor evil in

themselves. Yet, the organizations they work for make it feasible for them to do vile and

vicious.

Chapter 18: Leadership Lesson 2 – Leader = Culture

Leaders set the vibe of conduct in an organization. Solid leaders delegate

obligations and engage their subordinates. They encourage an environment where social

substances - and the relative practices are plentiful, and individuals take care of one

another.

Chapter 19: Leadership Lesson 3 – Integrity Matters

If we cannot confide in individuals who should lead us and serve us, at that point,

the fundamental dynamics of our organization will break into pieces.

Chapter 20: Leadership Lesson 4: Friends Matter

The U.S. Congress worked better in the past because liberals and republicans

blended and addressed each other whenever business was settled. It is substantial to

meet and get to know one another out of the business setting as we are more disposed

to consider individuals to be people and foster further fellowships. When we never meet

and address our adversaries, we additionally will, in general, slander our rivals.
Chapter 21: Leadership Lesson 5; Lead People, Not Numbers

Teams led by directive leaders initially outperform those shown by empowering

leaders. But in the long run, empowering leaders do better.

Part 7: A Society of Addicts

Chapter 22: At the Center of all Problems is Us

Managers take care of numbers and results. Leaders take care of us. However,

before we can point any finger at the horrendous managers, we need to blame ourselves

first. We need to take a gander at ourselves, and we need to concede we are the issue.

Chapter 23: At any Expense

The longingness to win has consistently existed, and it has invariably caused

issues. The craving to win ought to outweigh dealing with individuals we serve.

Chapter 24: The Abstract Generation

Digital addiction is making the new generation more impatient in the best-case

scenario and more lonely at worst.

Part 8: Becoming a Leader

Chapter 25: Step 12

The entirety of individuals who take on Anonymous Alcoholics, practically just the

individuals who arrive at stage 12, will dispose of liquor enslavement. Step 12 is about

service and taking care and helping someone else beat alcoholism. Step 12 is about

Oxytocin, and Oxytocin is critical in beating addiction and pushing us through. Strangely,

Anonymous Alcoholic is a framed circle of Safety.

Chapter 26: Shared Struggle

To be inspired requires difficulties that overwhelm the accessible assets.

Chapter 27: We need more Leaders

Authority is a promise to individuals and requires significant investment, exertion,

and energy. It's the duty of us all to keep the Circle of Safety solid, and we should know

all beginning today to make our commitment to benefit others and to be the pioneers we

wish we had.
SALIENT POINTS

Here is the list of accounts that the authors leave to his reader an important lesson

that will help individuals become true leaders:

"It is easy to know when we are in the Circle of Safety because we can feel it. We

feel valued by our colleagues, and we feel cared for by our superiors. We become

confident that the leaders of the organization and all four those with whom we work are

there for us and will do what they can to help us succeed."

" They make us feel good when we find something we're looking for, build

something we need, or accomplish our goals. These are the chemicals of progress."

" If we work in an environment in which leadership tells the truth, in which layoffs

are not the default in hard times and in which incentive structures do not pit us against

one another, the result, thanks to the increased levels of oxytocin and serotonin, is trust

and cooperation."

"When it matters, leaders choose to eat last."

" Imbalance, as history has proven over and over, will self-correct suddenly and

aggressively unless we are smart enough to correct it ourselves slowly and methodically."
 " The bigger our companies get, the more physical distance is created between

the people who work for us or buy our products and us. At such scale, we can no longer

walk into the aisles and count the cans of soup on the shelf either. Now we rely on

documents that report the numbers of what we've sold and how much we've made. "

" Destructive Abundance happens when the players focus almost exclusively on

the score and forget why they set out to play the game in the first place."

" To give them responsibility and hold them accountable to advance the mission.

If the captain provides direction and protection, the crew will do what needs to be done to

advance the mission."

"It is the leaders of companies that see profit as fuel for their cultures that will

outlast their dopamine-addicted, cortisol-soaked competitors."

"Leaders take responsibility for lives, not numbers."

"Managers look after numbers and results."

"In healthy organizations, as in a healthy society, the drive to win should not

precede the desire to take care of the very people we claim to serve."
 " Step Twelve is the commitment to help another alcoholic beat the disease. Step

Twelve is all about service. And it is service that is the key to breaking our dopamine

addictions in our organizations too."

" Leadership is not a license to do less; it is a responsibility to do more. And that's

the trouble. Leadership takes work. It takes time and energy. The effects are not always

easily measured, and they are not always immediate. Leadership is always a commitment

to human beings."

ANALYSIS

The book Leaders Eat Last, written by a great author Simon Sinek shows us how

to be a decent leader in the modern era and why our reality is divided into those who lead

and those who follow. He discloses the qualities that leaders in the contemporary era

should have, a couple of characteristics that leaders show, and why leaders feel how they

do. Sinek centered around every one of these classes in his book and explained how to

turn into someone to become a true leader since everybody can have the chance to

become a leader. A true leader should have the option to give security. In our modern

era, we have numerous well-being issues that we face consistently. The safer we feel in

a circumstance, the quicker the advancement. True leaders should cause their followers

to have a sense of safety, and a solid establishment will shape the company.
 The most impressive part of this Leaders Eat Last is how the Author Utilizes the

Four Chemicals or Synthetic Substances in his book. Four of the synthetics there are

Endorphins, Dopamine, Serotonin, and Oxytocin. The Author systematically and openly

addressed each synthetic substance synthetic substances to clarify the importance of

accomplishment. Endorphins are the substance delivered to cover whatever torment we

might be getting through our body. This is the substance that assists us with continuing

onward and accomplish our objectives. Dopamine also is an objective accomplishing

compound and causes us to feel better. This synthetic can be dangerous when

mishandled because it can cause us to feel great in a flash. Dopamine causes us to feel

like we need to complete things and accomplish our objectives. This is the reason it is

classified as "the objective accomplishing substance." Serotonin and Oxytocin are the

"warm and fluffy synthetic substances." Serotonin is known as the initiative synthetic since

it causes us to feel like we need to ensure our kin. In his book, Sinek gives an incredible

model about an organization names Barry-Wehmiller and their fight against a monetary

blow and how these true leaders had a go at everything in their ability to ensure their kin.

At long last, Oxytocin is the compound of adoration. This is the substance that is the

primary premise of this mindful administration. It permits true leaders to show compassion

towards their supporters and helps construct those solid, caring connections.

Everybody needs to feel a feeling of having a place, and this primary concern I

agree with the most. When individuals feel a conviction that all is good, they can have a

better performance turn out. The Author's book is pertinent to the present military since it

discloses that individuals perform better once they suspect that all is well and good, just
as building up these connections to endeavor. The fundamental lesson gained from this

book is that someone must become a true leader rather than a simple leader. On the off

chance that these believing connections are not fabricated, the performance rate will

probably endure because these troopers, I may lead won't feel a feeling that all is well

with the world and will be unable to feel positive about their work and settle on wrong

choices given the absence of trust. This exercise can be applied to future military or even

current to help clarify the significance of these connections.

Amazingly, the Author portrays in his book that bonds of all things are solid, which

I also agreed with. It is where team members share the greatness with others, the

achievement is commended, and everybody returns home by the day's end feeling

satisfied by their work. Furthermore, this has nothing to do with monetary or gift that can

be earned. The author portrays this environment as the aftereffect of authentic leaders

that put the prosperity of their team members first. Also, because of this, their team

members buckle down, give all that they can to the organization, and backing one

another. On the chance that the team members feel that their leaders secure them, this

will be reflected in their work. The Author considers an uncommon association in which

the leaders give the security, and every other person pays extraordinary mind to one

another. They have a sense of security to push one another and face challenges with

enormous adjustments. The way to making this work is sympathy, and true leaders need

to lead the way. The Author clarifies that putting your members first doesn't imply that

business won't flourish. These are the associations that will proceed to develop and

outplay out the others.

 The Author recognizes mental fortitude as perhaps the main qualities of a true

leader. As a leader, you need to address yourself as brave and give insurance to those

working beneath you. Consequently, members will feel trusted. They will feel like they

have space, opportunity, and capacity to work more enthusiastically, improve on

groundbreaking thoughts, face challenges and realize that their leaders will uphold them.

Simon accentuates that the outcome is, in every case, better work. The Author clarifies

that if the leaders aren't courageous and the members don't feel ensured, they will be

bound to not enhance in dread of accomplishing something incorrectly or defying a norm.

They will just come to work, do what's essential of them, and that's it. Also, this makes

despondent members.

It is also very relatable to me as the reader when the Author accepts that all

managers have the chance to be pioneers. Yet, they need to stride back and view

themselves as the issue and begin again ensuring their members, not the numbers.

Simon sagaciously analyzes impetus projects to medication and liquor addictions.

Medication and liquor addictions are dopamine addictions. We are dependent on the

surge they give us. In the corporate world, incentives programs are another way to get a

dopamine hit, and we become dependent on execution. Simon clarifies that it's the

progress and implementation at any expense that turns into the issue, not simply the

achievement. It gets unfortunate and imbalanced when the intention is about the

outcomes and abrogates caring for the workers and those liable for the consequences.
SYNTHESIS

Simon Sinek wrote a book that teaches his reader the difference between being a

boss/manager and being a leader. The Author shows in his book the qualities that a true

leader must possess and must do. A true leader indeed cares for his people, not by

numbers or profit they can get from bossing their subordinates. The Author profoundly

explained the importance of taking care of your subordinates because it will equate to

your associates being committed to the organization's goal and taking care of it. More

significant organizations must have leaders lead their employees very well unless their

company falls and becomes dust. We all know that regardless of how much we pay our

employees, if their managers or those in charge of guiding and leading them are the ones

who spread toxicity in the group, then the employees and subordinates will eventually

leave the organization without hesitation.

CONCLUSION

The book written by Simon Sinek should be thought of in all schools as part of the

requirement and curriculum and especially in the military. The book itself teaches every

student and learner to become a good follower and a good leader. Just like the title of the

last part, "We Need More Leaders." Simon suggested that we shall hone more leaders

so that our communities and organization will eventually get rid of those managers who

only protects the interest of those who seek profit and money from their subordinates

rather than developing the skills and integrity of each one. The book may not be complete
to discuss what leaders should possess, but it still gives a profound idea of what a true

leader should do and should be. This book taught me that authentic leadership is of high

value. One cannot be a true leader unless he is willing to share his well-being with his

people. This book also teaches about a perfect world where leaders respect their people

and help them grow and do their best to meet the organization's goals. It is essential for

people to feel safe and respected for their identity.

Significantly, leaders cause their workers to handle this. Positive and safe work

culture will develop more earnestly laborers, and that's just the beginning of development.

The key is to engage your employees and empower them to work to their maximum

capacity because a genuine leader needs to come clean and not gutsy consistently. We

live in a period where our existence is progressively virtual. This makes a deliberation and

prompts de-humanization. We need to sustain our connections and focus on groups, and

all things should be considered. Time can be more significant than profit. Pay rises are

not generally the answer. Organizations need to look past benefits. Although it is the

objective of each organization, it can't be the essential need. It isn't easy to become a

leader, requiring significant investment, persistence, and responsibility.

 ABOUT THE AUTHOR

SIMON SINEK
He is an unshakable optimist. He
believes in a bright future and our ability to
build it together.

Described as "a visionary thinker with

a rare intellect," Simon has devoted his
professional life to helping advance a vision
of the world that does not yet exist; a world
in which the vast majority of people wake up
every single morning inspired, feel safe
wherever they are and end the day fulfilled
by the work that they do.

He also shares his ideas through his other books:

Start with Why: How Great Leaders Inspire Everyone to Take Action, a global bestseller
(with over 1 million books sold in the U.S. alone) Together is Better: A Little Book of
Inspiration, a New York Times and Wall Street Journal bestseller • Find Your Why: A
Practical Guide for Discovering Purpose for You and Your Team • And his latest book,
The Infinite Game, also a New York Times and Wall Street Journal Bestseller.

A trained ethnographer, Simon is fascinated by the people and organizations that

make the world's most significant and longest-lasting impact. Over the years, he has
discovered some remarkable patterns about how they think, act, and communicate and
the environments in which people operate at their natural best. He has devoted his life to
sharing his thinking to help other leaders and organizations inspire action.

Simon may be best known for popularizing the concept of WHY, which he
described in his first T.E.D. Talk in 2009. That talk went on to become the second most-
watched T.E.D. Discussion of all time, and is still in the top five with over 50 million views.
His interview on Millennials in the Workplace broke the Internet in 2016. With over 80
million views in its first week, it has now been viewed hundreds of millions of times. This
led to Simon being YouTube's fifth most searched term in 2017.

His unconventional and innovative views on business and leadership have

attracted international attention. From the airline industry to the entertainment industry,
from finance to fashion, from big business to entrepreneurs to police forces, Simon has
been invited to meet with a broad array of leaders and organizations in nearly every
industry. He has also had the honor of sharing his ideas with multiple agencies of the U.S.
government and with the senior-most leaders of the United States Air Force, Marine
Corps, Navy, Army, and Coast Guard.

Source:http://simonsinek.com/wp-content/uploads/2020/06/Simon-Sinek_Bio_June-
2020.pdf