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

Nonfiction | Book | Adult | Published in 2013

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Summary

Chapter Summaries & Analyses

Part 1

Part 2

Part 3

Part 4

Part 5

Part 6

Part 7

Part 8

Key Figures

Themes

Index of Terms

Important Quotes

Essay Topics

Tools

Beta

Discussion Questions

Part 7Chapter Summaries & Analyses

Part 7 Summary: “A Society of Addicts”

In this part, Sinek claims that we’re living in a society of addicts. While addictions involving alcohol and cigarettes are more obvious from a biological perspective, he argues that we’re specifically linked to the dopamine release that comes with performance. This addiction is exacerbated by corporate incentive programs that reinforce the idea that our individual accomplishments are a stronger metric than our ability to work well within a team.

Sinek contrasts Boomers with Millennials, two generations that often clash in the modern workplace. While Boomers were motivated by individual accomplishment and success, Millennials are drawn to affirmation by means of social media as “the dopamine hit we get from the bing, buzz, flash or beep of our phones feels good” (258). Sinek expresses concern for Millennials, worried that digital addiction will ultimately undermine their ability to connect with others on a deeper level. In order for this group to navigate the workplace, they need to embrace “face-to-face human interaction that leads to real connection and meaningful relationships” (271).

Part 7 Analysis

In this section, Sinek expresses concern for our collective addiction to technology. He emphasizes our need for connection, the relationships formed via social media being insufficient in addressing this need. Without an in-person Circle of Safety, we miss out on a sense of belonging: “We have become cynical, paranoid, selfish and open to addiction” (272). We need strong leaders to guide us, who will “eat last” to make sure everyone else has their needs met.

Sinek’s earlier discussion of generational intersectionality resurfaces in his contrasting Boomers and Millennials. For Boomers, Millennials demonstrate a “lack of resourcefulness, poor writing skills and demands for early promotions” (248). This frustration often leads to a number of practical challenges in the workplace such as high turnover rates among Millennials and an overarching dissonance of ideals. Millennials want their work to be meaningful, a sentiment that wasn’t as prioritized by Boomers—the solution being a willingness to form relationships and hear each other out.