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

Sinek argues that the most effective leaders create what he calls a “Circle of Safety,” an environment in which team members feel protected from internal competition and free to focus on external challenges. The concept is inspired by military leadership, where trust and camaraderie are non-negotiable for survival. This translates into workplaces where leaders proactively guard against infighting, micromanagement, and fear-based cultures. In practice, companies can institutionalize psychological safety by establishing transparent communication norms, encouraging error-reporting without punishment, and ensuring managers model vulnerability. For instance, tech firms like Google have embedded psychological safety into team evaluations, and hospitals have implemented debriefing practices to reduce shame around mistakes. Sinek’s core argument is that trust emerges when employees feel safe, not scrutinized.

Sinek explains leadership dynamics through five key neurochemicals: endorphins, dopamine, serotonin, oxytocin, and cortisol. Each plays a role in shaping behavior—dopamine drives achievement, serotonin supports pride and loyalty, oxytocin fosters connection, and cortisol signals danger. While his treatment of neuroscience is simplified, the framework effectively illustrates how leadership decisions influence emotional and physiological states. For example, employee recognition releases serotonin and builds morale; conversely, high cortisol environments (driven by fear or overwork) lead to disengagement and illness.