flash{notes}

moreknowledgeinlesstime.
bydeanbokhari|www.leaderstip.com

FOCUS

Leadership
CorporateCulture
OrganizationalChange

Betweenhisfirstbook,StartWithWhy,andhisfollowupwithLeadersEatLast,itsquite
obviousthatSinekisinterestedinteachingthosethatleadtodoitinahumaneway.

STYLE + SUBSTANCE
TWEET ABOUT IT

Descriptionofthisbookin140charactersorless.

Empathy and trust are the keys to leadership,

show it to those you lead, and it will be reciprocated.
click to tweet >>
PURPOSE

ThepurposeoftheseFlashNotesistooptimizeyourleadershipskillssothatthoseyou
leadcanperformoptimallyaswell.EveryFlashNoteextractsthemostactionable,highvalue
contentpossiblesothatyoucanforgetaboutsortingthroughthefluffandinsteadprepare
yourselftoapplywhatmattersmosttoyou.

YOU SHOULD READ THIS IF

Youwantfast,actionable,researchdrivenleadershipguidancepersonallyandprofessionally
Youareacurrentoraspiringleaderofateam,organization,orbusinessofanykindORif
youdesiretolearntheskillsofhighperformingleaders,quickly.
Youreunsatisfiedwiththecurrentstatusofyourorganization,andyouwanttodosomething
aboutit.
Youliketheideaofreadingfortythousand+wordsinabouttentofifteenminutes.

YOU MIGHT ALSO WANT TO KNOW

ThisFlashNoteispartofourLeadershipSeriesassuch,thecommentarywillbefocusedonproviding
leadersatanylevelofanyorganizationforprofitornonprofitwithactionableinsightsfromthebook.We
doourverybesttoremoveeveryounceofflufffromourFlashNotes,soallyoureleftwithiscontentyoucanput
touseimmediatelynotayearfromnow.

Butyoudonthavetobeinaleadershippositiontoputthiscontentintoaction.Maybeyoureanaspiring
leader.Maybeyoureinaleadershippositioncurrently,buthaveadesiretoleadmoreeffectively

...ormaybeyouhavenodesiretoleadatall,afterall,wereallleaderstosomeextentevenifitsona
personallevel.


Perhapsyouwanttowanttoinfluenceotherleaderstobecomebetter,maybeyouwanttoinspirethosethatdo
notleadtostepuptotheplate.

Whateveryourreasonsmaybe,theseFlashNotesarewrittenforthosethatleadIntheend,ifyouvepicked
thisuptolearnsomethingnewthatyoucanapplyrightaway,well,thenYOUarealreadyaleaderregardless
oftitle.

Trueleadershipbeginsasapersonalendeavorandendsupbeingcultivatedintoaprofessionalone(should
youchoosetotakeontheresponsibility).Leadershiplikemanyaspectsoflifeisachoicewemakeona
dailybasis.

Enjoy,

Deano
DeanBokhari,
Founder,{flashnotes}
www.leadersTIP.com/flashnotes

#1. RECOGNIZE THE HUMAN NEED FOR SAFETY

If certain conditions are met and the people inside an organization feel safe among each other, they will work
together to achieve things none of them could have ever achieved alone. The result is that their organization
towers over their competitors.

Providecoverfromabove>>SimonkicksoffpartonewithastoryaboutaUSsoldiernamedJohnnyBravo
whocourageouslyriskshislife,dayinanddayout,forhisfellowcomrades.Whenaskedwhyhewould
sacrificehislifeinthelineofbattleforotherpeople,heanswered:becausetheywouldhavedoneitforme.
Pointbeing:IlookoutforothersbecauseIvalueotherpeoplewhethertheyreinmyinnercirceornotlikeI
valuemyselfandthoseImclosestto.Theroleofleadershipistoprovidecoverfromabove

Putpeoplefirst,profitsecond>>ItsimportantthatwevaluepeopleOVERprofit,andnottheotherway
around!Whenthisisdone,ithelpspeoplefeelvaluedandtrusted.Whenpeopletrusteachother,allsortsof
greatthingshappenthingslikeSynergythetermoriginallypopularizedbythelategreatDr.Stephen
Coveyinhisclassicbook,The7HabitsofHighlyEffectivePeople.Synergyoccurswhenpeoplecreate
somethinggreaterwhentheyretogetherthantheycouldveevercreatedonasolobasis.Synergyonlyoccurs
whentrustedcollaborationisinplace.

Actionableinsights>>

Putpeoplebeforeprofit.

#2. CULTIVATE YOUR CIRCLE OF SAFETY

The whole purpose of maintaining the Circle of Safety is so that we can invest all our time and energy to
guard against the dangers outside. Its the same reason we lock our doors at night.

SineksCircleofSafetytellsusthatweshouldfocusonhelpingeachotherratherthanoneuppingeachother
tomakemanagementhappy.Italsotellsusthatwhenweknow+trustthatthepeopleinsidetheCircleof
Safetywilllookoutforusandprotectusfromthedangersoftheoutside,weremorelikelytofreelyexchange
informationandideasthatwillmovetheorganizationforwardvskeepthingstoourselvesbecausewereafraid
someonemightstealouridea.

So,whatsamongstoneofthebiggesthabitsyoucandevelopinordertocultivateyourCircleofSafety?

Actionableinsights>>

reminder-useempathy.

#3. EMPATHIZE

exceptional organizations all have cultures in which the leaders provide cover from above and the people on
the ground look out for each other. This is the reason they are willing to push hard and take the kinds of risks
they do. And the way any organization can achieve this is with empathy.
Empathyisacrucialcommoditythesedays,andweneedleaderslikeJohnnyBravoinourcorporationsand
companiesinourbusinessesandorganizationsTotrulylead.Becausewhenpeopleknowthattheirleaders
areprovidingprotectionfromabove,theycanworkhardontheground,withoutbeingconcernedaboutthe
dangersoftheoutside.(Empathy=theabilitytorecognizeorsharethefeelingsofanother.)

Actionableinsights>>

TreatemployeeswithrespectanddignityandIllseethebenefits(asresults)inevery
dimensionofmylifeincludingbusiness!

Acoretenetofworkplacemanagement,humanrelations,leadership,andbasicallyeverythingelseinlife,is
thatwhenwefeelhopelessanddevastated(likemanyofusdowithourworksituation)aboutsomeareaoflife,
andwefeellikewehavenocontrol,thentheresultisrarelypositive(atleastuntilweovercomeit).

Lackofcontrolatwork=stress+emotionalstrain.Oneinthreeemployeesconsideredleavingtheirjobsin
20102011(accordingreportsfromconsultancyfirmMercer,LLC).Thistellsustwothings:
1)thatthereareALOTofpeoplethatwanttoquittheirjobs,and/or
2)peoplefeelliketheyvegotnootheroptionbuttostayput(duetomoney,family,andinsecuritiesaboutbeing
unabletofindotherwork)

Whentheenvironmentatworkisoneofencouragement,andonethatmeetsthebasichumanneedstolive,
tolearn,tofeelvaluedandsignificant,wedomorethanjustsurvivewethrive.Wesoarhigherthanexpected.
Itstheleadershipsresponsibilitytosetuptherightconditions/environmentforthistohappen.Wedonothave
thepowertochangepeople.Wemustenhancetheenvironment.Changewhethergoodorbadisthe
resultofenvironment.Andifwewanttoseechangeweneedtofocuslessonourselvesandmoreon
others/theteam/organization/etc

PeterDruckeroncesaid:
The leaders who work most effectively, it seems to me, never say I. And that's not because they have trained
themselves not to say I. They don't think I, They think we They think team. They understand their job to be
to make the team function. They accept responsibility and don't sidestep it, but we gets the credit. This is what
creates trust, what enables you to get the task done.

IbelieveDruckersstatementencapsulatesthecentralpointthatSimontriestodrivehomewiththeCircleof
Safetyideathatthisbookisbasedaround.

Actionableinsights>>

workdailyonmakingsureIcontribute+cultivateanattitudethatsembodiesWE
beforeMEwithinmyorganization,team,business,etc.

#4. LEARN TO USE YOUR HAPPY CHEMICALS

Some believe we should always put others firstthat if we dont look out for the group, the group wont look
out for us. Others believe we should always put ourselves first and that if we dont take care of ourselves first,
then we would be of no use to anyone else. The fact is, both are true.

Basedonthequoteabove,Simonsetsthestageforanalloutanalysisonwhywedowhatwedo.Andwithhis
backgroundinbiology+anthropology,hestartsexplainingwhatmakesustickthroughthefourchemicalsinour
bodies.80%ofthebookisbasedaroundthesefourchemicalsandhowtheydrivethoseofusinleadership
roles.

Get to know the four happy chemicals in your brain + body >>
Wehavefourchemicalsinourbodiesthatworktowardsdrivingourbehavior:
Endorphin:thepainmaskingchemical
Dopamine:thegoalachievingchemical
Serotonin:theleadershipchemical
Oxytocin:thechemicaloflove

SimoncallsthefirsttwoSelfishandthesecondtwoSelfless.
Selfishchemicals:EndorphinsandDopamine.Theseworktohelpusgetthingsdone.
Selflesschemicals:SerotoninandOxytocin.Theseworktohelpstrengthenoursocialbonds,
fosteringconnectionandcollaboration.

Endorphins+Dopaminearethechemicalsofprogress,astheymakeusfeelgoodwhenweachievegoals
andaccomplishvariousthings.Sowhatstheproblem?Mostleadersoperatewithfearbasedtacticslikethe
oldcommand+controlmodelofmanagementwhichhasnotonlybeenprovenNOTtowork,buthasalso
beenshowntospikeouregosandgetdopaminesurgingthroughourbodies.OftenmakingUSfeelgoodatthe
expenseofothers.Andthatsbad.Reallybad.ItssobadthatitusuallybitesusinthebuttWhatsworse,
Endorphins+Dopaminearehighlyaddictive.

Forexample:everhearofarunnershigh?Thatsjustendorphinsurgingthroughyourbody.Itstheretomask
thepainwereputtingourbodiesthroughwhenwebeatupourmusclesinthegym,orrunforlongperiodsof
time.Endorphinwasusefulbackinthepaleolithicerawhenhunterswouldgoalldaylonginthegruelingheator
freezingcold,huntingforfoodEndorphinwouldkickinatjusttherighttimetomaskthepainandmakeusfeel
goodenoughtogetourbodiestokeepmoving,andeventually,tocapturethepreyItslikelythat
huntergatherersbecameaddictedtohunting,muchlikesomeofusbecomeaddictedtoweightlifting.

Dopamineisthedangerouschemicalbutonlywhenabused.Cocaine,nicotineandalcoholallsend
dopaminesurgingthroughyoursystem..Thereasonwegetaddictedtothisstuffisbecauseitprovides
nearinstantgratification/pleasurewhich,again,isjustdopaminemakingyoufeelgood.Youknowwhatelse
sendsdopaminethroughyoursystem?Goals.Tasks.Thegratificationofcrossingoffthatjarofalmondbutter
onyourgrocerylist.Thatawesomefeelingyougetwhenyouclickthatlittleboxandseethechecksignshow
upyourfavoriteproductivityapp.DopaminewasputintoplacebyMotherNaturetoincentivizeustomove
forwardwithwhatwevecommittedourselvestodoingbygivinguslittleburstsorhitsofdopaminewhenever
wetakeasmallsteptowardsitsachievement.Theproblemthough,isthateventhegoodthingsabout
dopaminecangetaddictive.Andwhen


Serotonin+Oxytocinarethechemicalsofcontribution,trust+belonging.Whenweincludethesetwo
chemicalsinour4waycocktail,theresultisahealthy(andnecessary)synergythatresultsinmore
cooperationandmorecollaborationbutthosearejustpoopooofficewordstosomepeople.Whataboutthe
tangibles,theysay.Well,ifyourelookingformeasurableresultsandtangiblesthatshowupinthenumbers
youvegottoSTEPAWAYfromthespreadsheetsandthecomputerscreenyouvegottogetoutofthe
boardroom,youvegottodomorethanblastoffamemohereandamemothereyouvegottoshowem
thatyoucareandshowemthatyourethere.Youvegottobetherenotasacheerleaderforthegoodtimes,
butasaleaderthatgivesadamnregardlessoftheebbsandflowsoftheeconomy.

How to put these warm + fuzzy chemicals to use >>

SinektellsagreatstoryaboutacompanythatalmostwentfacedaseverefinancialcrisisandyettheySTILL
refusedtocuttheirstaffNottosaytheydidntdiscusslayoffs,butitwasanabsolutelastresortasopposed
toaquickfixresolutionthatCEOsoftodayjumpatwithoutaflinchinordertobalancethebooks,letalone
manageaneconomiccrisis.ThisparticularCEOhowever,careabouthispeopleandhewantedtoavoidfiring
anyofthemWanttoknowwhathedid?Heinstitutedafurlough.Thismeansthateveryemployee(CEO
included)wasrequiredtotakefourunpaidweeksofffromworkperyearinordertobalancetheinevitable
financialblowsthatthreatenthesurvivalofanythrivingbusinessorcompany.Becausetheleaderofthe
companyrefusedtolethispeoplegowhenthecompanyhithardtimes,thepeopleinthecompanycame
togetherasonetoseetoitthattheorganizationwouldmakeitthroughthetoughtimesandprosperonceagain.
Allofthisbeginswithoneperson:theleader.

Actionableinsights>>

asaleader,Iunderstandthatthebuckstopsatmydesk--thatsaid,Imgoingto
ensureIfosteranenvironmentliketheexampleabove,sothatthoseIleadfeelsafe,
secure,andinspiredatwork.
IfImeverinafinancialbind,Illbesuretoreservelay-offsasTHEFINALoption--
NOTthefirst.

#5. MANAGE THE CORTISOL, MANAGE THE STRESS

When were under extreme pressure - whether at home or at work - our bodies blast off a chemical known as
Cortisol and this, my friend, is our worst enemy.

CortisolisagoodthinginVERYsmalldoses,butintodayshighdemandworkplaceenvironmentwherethe
shareholdersareputtingpressureontheexecutivesandtheexecsareputtingpressureonthemanagersand
themanagersareputtingstillmorepressureonthesoldiersthatmakethewholeplacetickinthefirstplace
yourelookingatadisasterAndyouwannaknowthesadpart?AhugechunkoftheAmericanworkforce(over
50%)issubjectedtothistypeofcortisolinducingmanagement.Thisresultsinworkerdisengagement,stress,
emotionalinstability,lackofperformance,heartproblemsthelistgoesonandon.Buttherealquestionhereis
this:sohowdowedeal?

Well,forstarters,wecanSTOPcomplainingandcommandingandcontrollingpeopleandSTARTworking
together.Oneofthemosteffectivewaystocombatstressistofindawaytocollaborateandconnectwith
someoneelse.

How to keep the evil cortisol at bay (as much as possible)

Agreatexampleofthisiswhentheauthortellsthestoryoftwoopposingpoliticianswhobarelykneweach
other,thatis,untiltheywereplacedinanenvironment(oneofthosetypicalcollaboration
conferences/summits)thatwasconducivetotheirmutualcapabilitytoconnectwithoutfeelingliketheyvegotto
keeptheirguarduptoblockanypoliticalpunchesfromtheotherside.Theresult?Well,oncetheygotbackto
DCafterthesummit,theycontinuedthebondtheywouldveneverformediftheydneverattendedtheeventthat
broughtthemtogether.Theyendedupworkingtogetheronanumberofsuccessfulbillsandpiecesof
legislation.Thoughtheydidnthavetoagree(obviously),theywereabletodrawmutuallybeneficialagreements
fortheirrespectiveparties.Coolstuffeh?So,whatcanYOUdotoinstillthistypeofstressreducing,cortisol
eradicating,goodvibeinducingenvironmentinyourownplaceofemployment.

Actionableinsights>>

MoreFaceTimeASAP(andnotonmyiPhoneeither!)--Igottahaveasmany
face-to-faceinteractionsaspossible.
Backawayfromyouremailclient:Imgonnawalkdownthehallway,andhavea
face-to-faceno-strings-attachedconversationwithmypeeps.IknowIcantdoitall
thetime,butthebondsthatformwhenIstopbyateam-membersdeskjusttosay
hello-well,nowIknowthatmeansalottoem.
DroptheCommandandControlstyleofleadership:Itmakesmelooklikean
egomaniac(whichImightbe)--plus,peopleresentmewhenItrytocontrolthemsoIm
notgonnadoitanymore!

#6. IDENTIFY + ELIMINATE ABSTRACTION

Cooperation and mutual aid work better than competition and rugged individualism.

Treatpeoplelikepeoplenotlikestatistics>>Whenpeoplearerepresentedasnumbersand
percentagesonaspreadsheet,itgetsaheckofaloteasiertolayoff4,000employees.GETFACETOFACE.
Dontletgrowthstifleyourabilitytolead.Gettoknowyourpeople.Doingthispreventsusfromtreatingthemlike
metrics.

Distanceleadstoabstraction>>whichinturncanleadtoaberrantbehavior.Wehaveatendencytodo
thingsatadistancethatwenormallywouldntdoinafacetofaceinteraction.Considerthis:peopletendtobe
quicktoflipyouoffwhiletheyredrivingonthehighway,becausetothem,yourejustanotherdriverontheroad
thatgotintheirwaydoyouthinktheyddothatifyousteppedontheirshoebymistakewhileyouwereboth
waitinginlineatthebank?

Probablynot.

Thatsaid,whatmakesusthinkwedactanyotherwaywhenwedecidetolaypeopleoffduringabusiness
review?

Actionableinsights>>

 Usethemagicnumber:150>>AkeystudybyprofessorRobertDunbarfromOxford,as
citedinthebook,assertsthatpeepsworkbestingroupsthatcapoutataround150
people.Anymorethanthat,anditgetshardforustoremembereachother,build
rapport,andformthebondsoftrustthatweneedtoforminordertobeeffectiveas
groups,organizations,and/orbusinesses.
whenIhavethousandsofpeopleworkingwithmeinmybusiness-Illchunkthose
thousandsdownintogroupsof100-150.Sameprotocolforallteams/groups:capemoff
at150.
Empowermymanagement>>Leaderscanmanageatscalebyempoweringmanagement
toSTOPmanagingbycontrolandSTARTtakingontheroleofleadership.Thismeans
theyvegottostarttakingresponsibilityfor,anddevelopingtrustamongsttheteamsof
peopletheylead.
Igottashowemthattheymatter>>Whenpeopledonatetocompanieslikecharity:
water(www.charitywater.org)anorganizationthatbringscleanwatertopeoplein
need-theysendsupportersaphotoofthewelltheirmoneyishelpingpayfor.Cool,
eh?Ashumanbeings,welovethistypeofthing.Why?BecausewhenpeoplecanSEE
whattypeofdifferencetheyremaking,theyrelikelytodoandcontributemore.Were
cooperativebynature.Itsinourbiology.

#7. IT AINT ABOUT THE MOOLAH

Money is an abstraction of tangible resources or human effort. It is a promissory note for future goods or
services. Unlike the time and effort that people spend on something, it is what money represents that gives it
its value. And as an abstraction, it has no real value to our primitive brains, which judge the real value of
food and shelter or the behavior of others against the level of protection or safety they can offer us. Someone
who gives us a lot of money, as our brains would interpret their behavior, is not necessarily as valuable to our
protection as someone willing to commit their time and energy to us.

Ifsomeonetoldyouthattheydonated$1,000toacharitylastweekendyoudprobablythinktoyourself,
great,yahwantacookie?.

Butifsomeonementionstheyvolunteeredafewhoursoftheirtimeatahomelessshelterlastweekend
youdprobablythinktoyourself,hey,thatsreallynice,maybeIshoulddomore.

Actionableinsights>>

Asleaders,wemustvolunteerourtimeandenergyintoshowingthoseweleadhow
muchwecare.Settinggoalsandmeasuringresultsisgreat,butbeforewepayout
thosebonuses,itsjustasimportantthatwecouplethosedopamine-baseddriverswith
ourowntimeandenergy.

#8. PASS ON THE POWER TRIPS

I cant delegate my legal responsibilities, I cant delegate my relationships and I cant delegate my
knowledge. Everything else, however, I can ask others to take responsibility for. Captain Marquet

SimontellsastoryabouttheCaptainquotedaboveandtheleadershiplessonshelearnedasheunderwenta
transitionfromthecommandandcontrolstyleofleadershiptoamoresustainablestyleofleadershipthat
involvedeveryonewithinhisscopeinfluence.

WhatissoremarkableaboutthesethreeresponsibilitiesSineksays,referringtothecaptainsquote,isthat
thoughtheycannotbehandedoff,theycanallbeshared.Andthatswhatthebestleadersdo.

Actionableinsights>>

Asleaders,wedontconcernourselveswithhoardingwewhatknow,weshareit.We
dontconcernourselveswithtakingthespotlight,weshareit.Wedontwasteourtime
pretendinglikeweknowitall,weasksomeonewhodoes.Andwhenwererewarded
forwhatwevedone,wedonottakethelionsshareandthrowabonetoour
subordinatesweshareit.

#9. DO NOT PLAY THE BLAME GAME

Some current members [of Congress] blame the system or the speed with which news is able to spread in
a wired world for their struggles and low approval ratings. However, they ignore the fact that they are the
system and the internet doesnt do them harm; it simply reports on the harm they do.
SimonSinek(onthemembersofCongress)

LeadersofanyorganizationarejustasresponsiblefortakingaccountabilityasthemembersofCongress
areforprofitornonprofititdoesntmatter.Bynow,itsobviousthattakingontheroleofleadershipmeans
aheckofalotmorethanwearingashinylittlebadge.TheorganizationyouleadisaDIRECTreflectionofyour
capabilitiesasitsleader.

Actionableinsights>>

Letsnotplaytheblamegamewithoneanotherandstarttakingaccountability.Lets
notpointfingersanymore.Letstakechargeandbegintoholdoneanotherresponsible
fortheresultsofwhatwedo.Progressrarelycomesaboutwhenwesaythingslikeit
wasntme,itwasthemorhimorherorXsfault.Theonlythingthatresultsfrom
playingtheblamegameiscollapsesometimesitsslowandsteady,othertimesit
happensovernight,butwhenpeopledonttakeresponsibility,theorganizations
credibilitygoesstraightoutofthewindowalongwitheverythingelsetheystandfor.

#10. TRAIN THOSE LEADERSHIP MUSCLES

Good leadership is like exercise. We do not see any improvement to our bodies with day-to-day comparisons.
In fact, if we only compare the way our bodies look on a given day to how they looked the previous day, we
would think our efforts had been wasted. Its only when we compare pictures of ourselves over a period of
weeks or months that we can see a stark difference. The impact of leadership is best judged over time.

LovethatLeadingforthelongtermisawinwinwinforeveryonebecauseshorttermfixes,thoughtheymay
seemlikethebestdecisionsatthetime,arenothingmorethanshortsightedmeansofimmediategratification.

AndwhensomanyCEOsonlyholdtheirpositionsfornomorethanafewyears,theybasetheirdecisionson
theirOWNbestinterestfortheirOWNshorttenureasleaderoftheorganization.Inotherwords,whenMr.Joe
theCEOleaveshispositionafteronlythreeyearshesmoreconcernedaboutshorttermgainatthecostof
thecompanyslongtermhealthandprosperity.Itsselfish.
Sineksolidifieshisargumentthatleadingforlongtermisbetterthanleadingfortheshorttermbycomparing
twosuchleadersoftwolargeorganizationsbothofwhichyouveprobablyheardof:

The short-term leader: Jack Welch, former CEO of General Electric

The long-term leader: Jeff Sinegal, former CEO of Costco

SinekcomparesGEvsCostcobymeasuringprofitsviatheriseandfalloftheirstocks,andthenconnecting
thoseebbsandflowstothedecisionsmadebytheleadership.

Hereswhathefound:

GE / Jack Welch / Short-term leadership:

ProfitsatGEwerelikearollercoasterrideduetoirrationaldecisionmakingwithoutregardfor
longtermimplication
EveryyearJackwouldfirethebottom10%ofhismanagersatGEtobalancethebooks
GEdidindeedmakeprofit,butitwasmorelikerollingthediceandgamblingwithlivesof
employeesforselfishgainthisisnotstrategy,thisisamanonhighondopamine

Costco / Jeff Sinegal / Long-term leadership:

WhileWelchwasstrikingfearintotheheartsofhismanagers,JeffSinegalwasconcerned
aboutgivinghisemployeesaraiseatatimewhentheUSwasinaneconomiccrisis
Sinegalwouldsaythattheyshouldbehelpingtheemployeesinbadtimes,notlettingthemgo.
Costcosstockwas(andstillis)stableandpredictablenothingexcitingaboutit,justgreat,
clean,predictableprogress,performanceandprofitwhenyourethe2ndlargestretailerinthe
country,predictabilityisbetterthanspontaneity.

Actionableinsights>>

Judgeleadersnotonwhattheydowhiletheyreleading,judgeleadersbasedonwhat
happensAFTERtheyleave.
Recognize,asCostodoes,thatyouremployeesarelikefamily.Treatthemaccordingly.
LeadwiththebestinterestoftheorganizationanditspeopleFIRSTandforemost,by
cultivatingastrongCircleofSafetythroughempathy+trust.

THE BOTTOM LINE

SimonSinekhitsanotherhomerunwithLeadersEatLast.Theultimatestoryteller,hisbooksdoanexcellent
jobatechoingthemessagehedeliversinhisspeakingengagements.

The message is simple...

..thebuckstopsattheleadersdesk.Inotherwords,thoseofusthatleadmaynotalwaysunderstandthe
impactourleadershiprolesactuallyhave.Thedepthandbreadthofleadershipcascadesdownfromthe
executiveboardtomanagement,whichinturncascadesdowntothesoldiersthatmarchinandoutofthebattle
fieldoftheorganizationonadailybasisshapingthecultureoftheenvironmentwhichcomesfullcircleback
uptotheonethatleads,asadirectreflectionofhisorherleadership.

Its also worth noting...

..thatSinekusedalmosteverymajorfinancialinstitutionasanexampleofcorruption(MerrillLynch,Wells
Fargo,Citigroup,etc)whichIseeasnosurprise,asmostofthemareaberrantbydesign,butwewontget
intothathere.Sinekalsodivesintoexampleafterexampleofhowmajorcorporations,likeGoldmanSachslost
touchwithwhatoriginallyservedasthefoundationoftheirsuccess.Thishappenswhentheleadershipsetsup
anenvironmentthatistheveryoppositeoftheCircleofSafety,pittingemployeesagainstoneanother,whichin
turnsetsupascarcitybasedmefirstmentalitythatplacespriorityonprofitsbeforepeople.Bad.

Butitwasntallnegative.Infact,almosteveryexampleofbadleadershipwascontrastedwithanexampleof
leadershiponecanaspiretostrivetowardsbecoming.OrganizationslikeNextJump,3M,andeventheMarines
wereapplaudedasextraordinaryexamplesofcooperation,collaboration,andcreativityandtheywerentjust
cannedstorieseither.Manyofthemwerestoriesofleaders(withandwithoutformalauthority)whoexemplified
thecharactertraits,valuesandethicsthatmostofoursoleadersoftodaycouldlearnathingortwofrom.

New perspectives on age-old concepts about human behavior (that not enough of us subscribe to).
Thoughtherewerentanynewprinciplesintroducedinthisbookthetraditionalleadershiptheoriesof
yesterdaywereupdatedwithexamplesandstoriesthatillustratetherealityofworkplaceconditionstoday.And
mostoftheprinciplesweredeliveredwithnearflawlessimpact.TheCircleofSafetyisverysimilartoDr.
StephenCoveysideas,who,asSinekmentionsintheacknowledgementsofhisfirstbookStartWithWhy,
influencedhimquiteabitBUT,ifyoulookatwhooriginallyinfluencedmuchofDr.Coveyswork,youllfind
thatagreatdealofitoriginatesfrombookswrittenbyPeterDrucker.AndifyoulookintowhoinfluencedPeter
Drucker(whichIhavent),youmayfindthatmanyofhisideascameaboutasaresultofsomeoneelses
influence.

The bottom line is...

..thatveryfewideasareactuallynew,butthewayinwhichtheyreactuallypresentedisoftenworthreframing
forthetimes.Thatsaid,Sinekhasdoneastandupjobatcraftingstoriesbasedonreallifestudiesand
situationsthatdrivehispointsintotheheadsandheartsofthereadertheycertainlydidforme.

ABOUT THE AUTHORS

{SIMON SINEK}
AUTHOR OF LEADERS EAT LAST

Sinekisanoptimist.Hebelievesinabright
futureandourabilitytobuildittogether.

Describedasavisionarythinkerwitharareintellect,Sinekteachesleadersandorganizationshowto
inspirepeople.Withaboldgoaltohelpbuildaworldinwhichthevastmajorityofpeoplegohome
everydayfeelingfulfilledbytheirwork,Sinekisleadingamovementtoinspirepeopletodothethingsthat
inspirethem.

Atrainedethnographer,heistheauthoroftwobooks:theglobalbestseller,StartWithWhy:HowGreat
LeadersInspireEveryonetoTakeActionandhisnewestbook,LeadersEatLast:WhySomeTeamsPull
TogetherandOthersDont.Fascinatedbytheleadersandcompaniesthatmakethegreatestimpactin
theirorganizationsandintheworld,thosewiththecapacitytoinspire,hehasdiscoveredsome
remarkablepatternsabouthowtheythink,actandcommunicateandtheenvironmentsinwhichpeople
operateattheirnaturalbest.Hehasdevotedhislifetosharinghisthinkinginordertohelpotherleaders
andorganizationsinspireaction.

HeisbestknownforpopularizingtheconceptofWhyandforthetalkhegaveonthesubjectthatbecame
thesecondmostwatchedtalkofalltimeonTED.com.

{DEAN BOKHARI}
AUTHOR OF THIS FLASHNOTE

Deanbelievesinlivingthroughgiving.He
believeswecanchangetheworldbydoing
meaningfulworkthatservesthegreater
good.

FounderofFlashNotes
Bestsellingauthor+speaker
Fluentinfivelanguages
Activist
Passionatestudentoflife.

Deanteachespeopleandorganizationshowtoinspire+empowerpeopleinapositiveway.

HeisthefounderofLeadersTIP,aCaliforniabasedconsultingfirminOrangeCounty.


WithaboldmissiontochangetheworldthroughLeadershipDeanandtheLTcrewareteaching
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