Leaders Eat Last: Why Some Teams Pull Together and Others Don’t

In this part, Sinek provides historical context for the Baby Boomer generation and how the prevalent ideologies of this generation came to be in the first place. After the end of World War II, the American population increased by 76 million people. The children born during this time grew up surrounded by the notions of American exceptionalism and American prosperity, yet in many ways skeptical of the government (post-Vietnam War and the Watergate scandal). This skepticism produced a sense of hyperindividualism, which yielded the mentality of “me first” both in the workplace and in people’s personal lives. Boomers became influential leaders, founding and leading companies with this sense of individualism. The righteousness of serving others was replaced with protecting one’s own right to affluence.

Sinek points to a pivotal moment in 1981 when President Reagan fired 11,000 air traffic controllers in a single day. This behavior not only encouraged but started to normalize downsizing in the face of so-called underperformance.

The prioritizing of profit divided leaders and employees. With few exceptions, leaders and leadership as a practice lacked empathy; nurturing a positive work culture became secondary to a company’s profitability. Employees often had to compete against each other, hoping to prove their value within companies to avoid being let go.