This post is part of an ongoing series on the books that I have read as part of my continual professional development (CPD). All of my CPD posts are available at the following link: Continual Professional Development
I’ve spent years observing how organisations thrive, and how they falter. Often, the difference lies not in brilliant technology or innovative products, but in the human element. Simon Sinek’s “Leaders Eat Last: Why Some Teams Pull Together and Others Don’t” resonated deeply with me, offering a powerful framework for building resilient and high-performing teams, particularly crucial in the demanding world of technology.
This post explores key takeaways from the book, focusing on how its principles apply to leaders and teams working with software and digital solutions. I’ve selected specific quotes that I believe encapsulate the core message and offer practical guidance for those leading teams in the tech sector.
A Leader’s Responsibility: Prioritising People
The foundation of a successful organisation isn’t built on profits or market share, but on the well-being of its people. A leader who prioritises the care and development of their team, and remains focused on the overall health of the organisation, is ultimately set up for success. This isn’t a soft approach; it’s a strategic one. When people feel valued and supported, they are more engaged, more creative, and more committed to achieving shared goals.
A leader who takes care of their people and stays focused on the well-being of the organization can never fail.
This quote isn’t about being a pushover; it’s about understanding that people are the organisation’s greatest asset. In technology, where innovation hinges on collaboration and problem-solving, a supportive environment is paramount. When engineers feel safe, respected, and their needs are met, they are far more likely to go the extra mile and deliver exceptional results. This principle is especially relevant in the tech industry, where burnout is a significant concern.
Cultivating a Culture of Safety and Trust
Exceptional organisations aren’t built on rigid hierarchies or strict rules; they foster cultures where people look out for each other. This atmosphere of mutual support is the bedrock of resilience and innovation. When individuals feel safe to take risks, offer help, and admit mistakes without fear of reprisal, they are empowered to push boundaries and explore new ideas.
Exceptional organisations all have cultures in which the leaders provide cover from the 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 organisation can achieve this is empathy.
In a technology environment, this translates to creating a psychologically safe space where engineers feel comfortable experimenting, sharing ideas, and seeking help. Leaders must actively foster this environment by demonstrating empathy, providing support, and protecting their team members from unnecessary pressure or blame. This isn’t just a nice-to-have; it’s a fundamental requirement for innovation and high performance.
The Power of Belonging and Psychological Safety
When people feel like they belong and are treated as individuals rather than mere resources, they bring a level of dedication and commitment that is unparalleled. This sense of value fosters a deep feeling of fulfilment and gratitude, which in turn fuels a strong work ethic and a willingness to contribute to the organisation’s success.
Those who have an opportunity to work in organisations that treat them like human beings to be protected rather than a resource to be exploited come home at the end of the day with an intense feeling of fulfilment and gratitude. This should be the rule for all of us, not the exception.
This is particularly important in technology, where talented individuals are often in high demand. To retain and motivate top talent, organisations must create a culture where people feel valued, respected, and supported. This means investing in their well-being, providing opportunities for growth, and fostering a sense of community.
Building a Circle of Safety: Leadership’s Core Role
The primary responsibility of a leader is to create a “Circle of Safety” for their team—an environment where people feel protected, supported, and valued. This involves establishing a clear set of human values and beliefs, empowering individuals to make decisions, and fostering a culture of trust and empathy.
It should be the goal of leadership to set a culture free of danger from each other. And the way to do that is by giving people a sense of belonging. By offering them a strong culture based on a clear set of human values and beliefs. By giving them the power to make decisions. By offering trust and empathy. By creating a Circle of Safety.
This isn’t about being permissive; it’s about creating a framework where people feel safe to take risks, make mistakes, and learn from their experiences. In technology, this means fostering a culture where experimentation is encouraged, and failure is viewed as an opportunity for growth.
The Interconnectedness of Team Strength and Well-being
The strength and resilience of any organisation are not determined by its products or services, but by the way its people work together. Every team member plays a role in maintaining the Circle of Safety, and it is the leader’s responsibility to ensure that this happens. When people feel safe and supported, they are more likely to collaborate effectively, share ideas, and go the extra mile for the team.
The strength and endurance of a company does not come from products or services but from how well their people pull together. Every member of the group plays a role in maintaining the Circle of Safety and it is the leader’s role to ensure that they do. This is the primary role of leadership, to look out for those inside their Circle.
This is particularly relevant in technology, where complex projects often require close collaboration and seamless communication. A strong sense of teamwork and mutual support is essential for navigating challenges and achieving success.
The Impact of Psychological Safety on Performance
Our ability to perform at our best is directly linked to how safe we feel in our organisations. When we feel unsafe, stressed, or anxious, our cognitive abilities are impaired, and our creativity is stifled. This is because our brains are wired to prioritize safety and survival.
Our feelings of control, stress, and our ability to perform at our best are all directly tied to how safe we feel in our organizations. Feeling unsafe around those we are expected to feel safe—those in our tribes (work is the modern version of the tribe)—fundamentally violates the laws of nature and how we are designed to live.
In a technology context, this means creating a work environment where people feel comfortable asking questions, sharing concerns, and challenging assumptions. This fosters a culture of open communication and continuous improvement, which is essential for innovation and problem-solving.
The Power of Service and Leadership
True leadership isn’t about authority or rank; it’s about the willingness to serve others. Those who consistently put the needs of their team first are often seen as leaders, regardless of their position in the organisation. This is because they inspire trust, loyalty, and commitment.
Those who work hardest to help others succeed will be seen by the group as the leader or “alpha” of the group. And being the alpha—the strong, supportive one of the group, the one willing to sacrifice time and energy so that others may gain—is the prerequisite for leadership.
This is a powerful message for leaders in technology. It reminds us that true leadership is about empowering others, fostering collaboration, and creating a supportive environment where everyone can thrive.
The Cost of a Lack of Support
When colleagues and leaders fail to look out for each other, a negative cycle ensues. Trust erodes, relationships weaken, and stress and anxiety become the norm. This can have a detrimental impact on both individual well-being and organisational performance.
The less our colleagues and leaders look out for us, the less we look out for them. The less we look out for them, the more selfish they become and, as a result, the more selfish we become. And when that happens, eventually everyone loses.
In technology, this can lead to burnout, decreased productivity, and a decline in innovation. A supportive environment is essential for preventing these negative outcomes and fostering a culture of well-being.
Adaptability and Innovation Through a Strong Culture
The strength of an organisation’s culture, not its size or resources, determines its ability to adapt to change, overcome adversity, and pioneer new innovations. When a strong Circle of Safety is present, people are more likely to take risks, experiment with new ideas, and collaborate effectively.
The strength of the culture, and not its size or resources, determines an organization’s ability to adapt to the times, overcome adversity and pioneer new innovations. When the conditions are right, when a strong Circle of Safety is present and felt by all, we do what we do best. We act in the manner for which we are designed. We pull together.
This is a crucial point for technology leaders. In a rapidly evolving industry, the ability to adapt and innovate is essential for survival. A strong, supportive culture is the foundation for achieving this.
Leading with Empathy for a Resilient Future
Simon Sinek’s “Leaders Eat Last: Why Some Teams Pull Together and Others Don’t” offers a timeless message that is particularly relevant to the challenges and opportunities facing organisations in the technology sector. By prioritizing people, fostering a culture of safety, and embracing the power of service, leaders can create teams that are not only productive but also resilient, engaged, and fulfilled. As a technology consultant, I’ve seen firsthand the transformative impact of these principles.
Ready to Transform Your Technology Team?
Ready to build a more supportive and high-performing team? I offer strategic technology consultation services to help organisations like yours cultivate a Circle of Safety and unlock their full potential.
Learn more about my services and get in touch here or use the contact form below. Let’s work together to create a more courageous and compassionate workplace.