“THE main message of ‘Leaders Eat Last’ is simple—the buck stops at the leader’s desk. In other words, those of us that lead may not always understand the impact that our leadership roles actually have on those we lead.
The depth and breadth of leadership cascades down from the executive board to management, which in turn cascades down to the soldiers that march in and out of the battle field of the organization on a daily basis shaping the culture of the environment... which comes full circle back up to the one that leads, as a direct reflection of his or her leadership.” (Leaders Eat Last, Author: Simon Sinek, Book Summary: Dean Bokhari)
The author Simon Sinek, who is much admired by the internet generation for the ideas he puts forward in a frank and candid manner, is not actually the first person to have expressed this idea about leadership. Earlier management thinkers like Peter Drucker, and even ex-world leaders who have occupied lofty positions of power, have variously expressed their views that leaders need to exhibit a sense of “others above self,” and that this trait is almost exclusively responsible for the difference between those who lead successfully, and those who do so abysmally.
Think about a revered leader like Mahatma Gandhi. As a young lawyer who had all the boxes ticked in terms of becoming a successful person in life, he had experienced the worst form of bigotry and racial hatred that could possibly be accorded to any person. This was his rude awakening in early 20th century South Africa where, even as a relatively respectable lawyer, people could not see past the color of his skin, and where he was not even allowed to walk the same pavement as his “white masters” walked. This humbling served Gandhi in good stead when, later on he would become the leader who would free India from the yoke of British colonial rule. Accustomed to being regarded least by those who subscribed to apartheid, it was now easier for him not to think of his own benefit first, and instead channel that energy towards serving the people.
The challenge I see with a lot of leaders these days is that the issue has become about them, how good they are, how popular they seem to be, etc. Personal recognition is placed above the common good, and they only want to do good if it does them good as well. They don’t just eat first, but they dine at the very top table of power.
Ok, I will admit that I am not a big fan of President Donald Trump, but if there was ever a textbook case on “how not to be a leader,” it has got to be him.
For one, the narrative has to always be constantly on himself. How big his crowds were, how brilliant he is in dealing with other world leaders, and how he and only he could deal with the problems that the United States is facing.
For another, it is never his fault. The key in eating last is that leaders take full responsibility for everything, but seldom get any credit for anything. This is what leaders should be aiming to do; leaders like Nelson Mandela who never took sole credit for what South Africa has become, but always gave the South African people all the praise for being courageous enough to change their destiny.
Self-aggrandizing leaders are their own downfall. Whether it is Waterloo or Watergate, what modern leaders need to avoid is letting their egos get in the way, to make sure they value those they lead and govern above themselves, and ensure that they let others take their turn at the table, while they themselves eat last, when everyone has had their fill.