PDF Ebook Leaders Eat Last: Why Some Teams Pull Together and Others Don't, by Simon Sinek
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Leaders Eat Last: Why Some Teams Pull Together and Others Don't, by Simon Sinek
PDF Ebook Leaders Eat Last: Why Some Teams Pull Together and Others Don't, by Simon Sinek
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Über den Autor und weitere Mitwirkende
Simon Sinek is an optimist, teacher, writer, and worldwide public speaker. His first four books --Start With Why, Leaders Eat Last, Together is Better, and Find Your Why -- have been national and international bestsellers. His first TED talk, based on Start With Why, is the third most-viewed TED video of all time. Learn more about his work and how you can inspire those around you at StartWithWhy.com.
Leseprobe. Abdruck erfolgt mit freundlicher Genehmigung der Rechteinhaber. Alle Rechte vorbehalten.
Chapter 1 Protection from Above A thick layer of clouds blocked out any light. There were no stars and there was no moon. Just black. The team slowly made its way through the valley, the rocky terrain making it impossible to go any faster than a snail's pace. Worse, they knew they were being watched. Every one of them was on edge. A year hadn't yet passed since the attacks of September 11. The Taliban government had only recently fallen after taking a pounding from U.S. forces for their refusal to turn over the Al Qaeda leader, Osama bin Laden. There were a lot of Special Operations Forces in the area performing missions that, to this day, are still classified. This was one of those teams and this was one of those missions. All we know is that the team of twenty-two men was operating deep inside enemy territory and had recently captured what the government calls a "high-value target." They were now working their way through a deep valley in a mountainous part of Afghanistan, escorting their high-value target to a safe house. Flying over the thick clouds that night was Captain Mike Drowley, or Johnny Bravo, as he is known by his call sign or nickname. Except for the whir of his engines, it was perfectly peaceful up there. Thousands of stars speckled the sky, and the moon lit up the top of the clouds so brightly it looked like a fresh layer of snow had fallen. It was beautiful. Johnny Bravo and his wingman were circling above in their A-10 aircraft, waiting should they be needed below. Affectionately known as the Warthog, the A-10 is not technically a fighter jet; it's an attack aircraft. A relatively slow-flying, single-seat armored plane designed to provide close air support for troops on the ground. Unlike other fighter jets, it is not fast or sexy (hence the nickname), but it gets the job done. Ideally, both the A-10 pilots in the air and the troops on the ground would prefer to see each other with their eyes. Seeing the plane above, knowing someone is looking out for them, gives the troops below a greater sense of confidence. And seeing the troops below gives the pilots a greater sense of assurance that they will be able to help if needed. But given the thick cloud cover and the mountainous terrain that night in Afghanistan, the only way either knew the other was there was through the occasional radio contact they kept. Without a line of sight, Johnny Bravo couldn't see what the troops saw, but he could sense how the troops felt from what he heard over the radio. And this was enough to spur him to act. Following his gut, Johnny Bravo decided he needed to execute a weather letdown, to drop down below the clouds so he could take a look at what was happening on the ground. It was a daring move. With the thick, low-hanging clouds, scattered storms in the area and the fact that Johnny Bravo would have to fly into a valley with his field of vision reduced by the night-vision goggles, performing the weather letdown under these conditions was extremely treacherous for even the most experienced of pilots. Johnny Bravo was not told to perform the risky maneuver. If anything, he probably would have been told to hang tight and wait until he got the call to help. But Johnny Bravo is not like most pilots. Even though he was thousands of feet above in the safe cocoon of his cockpit, he could sense the anxiety of the men below. Regardless of the dangers, he knew that performing the weather letdown was the right thing to do. And for Johnny Bravo, that meant there was no other choice. Then, just as he was preparing to head down through the clouds into the valley, his instincts were confirmed. Three words came across the radio. Three little words that can send shivers down a pilot's neck: "Troops in contact." "Troops in contact" means someone on the ground is in trouble. It is the call that ground forces use to let others know they are under attack. Though Johnny Bravo had heard those words many times before during training, it was on this night, August 16, 2002, that he heard the words "troops in contact" for the first time in a combat situation. Johnny Bravo had developed a way to help him relate to the men on the ground. To feel what they feel. During every training exercise, while flying above the battlefield, he would always replay in his mind the scene from the movie Saving Private Ryan when the Allies stormed the beaches of Normandy. He would picture the ramp of a Higgins boat dropping down, the men running onto the beach into a wall of German gunfire. The bullets whizzing past them. The pings of stray shots hitting the steel hulls of the boats. The cries of men hit. Johnny Bravo had trained himself to imagine that that was the scene playing out below every time he heard "Troops in contact." With those images vividly embossed in his mind, Johnny Bravo reacted to the call for assistance. He told his wingman to hang tight above the clouds, announced his intentions to the flight controllers and the troops below and pointed his aircraft down into the darkness. As he passed through the clouds, the turbulence thrashed him and his aircraft about. A hard push to the left. A sudden drop. A jolt to the right. Unlike the commercial jets in which we fly, the A-10 is not designed for passenger comfort, and his plane bounced and shook hard as he passed through the layer of cloud. Flying into the unknown with no idea what to expect, Johnny Bravo focused his attention on his instruments, trying to take in as much information as he could. His eyes moved from one dial to the next followed by a quick glance out the front window. Altitude, speed, heading, window. Altitude, speed, heading, window. "Please. Let. This. Work. Please. Let. This. Work," he said to himself under his breath. When he finally broke through the clouds, he was less than a thousand feet off the ground, flying in a valley. The sight that greeted him was nothing like he had ever seen before, not in training or in the movies. There was enemy fire coming from both sides of the valley. Massive amounts of it. There was so much that the tracer fire-the streaks of light that follow the bullets-lit up the whole area. Bullets and rockets all aimed at the middle, all aimed squarely at the Special Operations Forces pinned down below. In 2002 the avionics in the aircraft were not as sophisticated as they are today. The instruments Johnny Bravo had couldn't prevent him from hitting the mountain walls. Worse, he was flying with old Soviet maps left over from the invasion of Afghanistan in the 1980s. But there was no way he was going to let down those troops. "There are fates worse than death," he will tell you. "One fate worse than death is accidentally killing your own men. Another fate worse than death is going home alive when twenty-two others don't." And so, on that dark night in August, Johnny Bravo started counting. He knew his speed and he knew his distance from the mountains. He did some quick calculations in his head and counted out loud the seconds he had before he would hit the valley walls. "One one thousand, two one thousand, three one thousand . . ." He locked his guns onto a position from which he could see a lot of enemy fire originating and held down the trigger of his Gatling gun. "Four one thousand, five one thousand, six one thousand . . ." At the...
Produktinformation
Taschenbuch: 368 Seiten
Verlag: Portfolio; Auflage: Reprint, Revised (23. Mai 2017)
Sprache: Englisch
ISBN-10: 1591848016
ISBN-13: 978-1591848011
Größe und/oder Gewicht:
13,6 x 2,5 x 20,3 cm
Durchschnittliche Kundenbewertung:
4.2 von 5 Sternen
24 Kundenrezensionen
Amazon Bestseller-Rang:
Nr. 221 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
Das schafft der Autor Sinek durch eine Mischung aus empirischen Belegen, Evolutionstheorien und gesundem Menschenverstand! Egal ob Arbeitnehmer, Arbeitgeber oder Interessenten der Arbeits- und Organisationspsychologie - das Buch regt zum Nachdenken an!Die Ausarbeitung, das Inhaltsverzeichnis und der abwechselnde Schreibstil in Metaphern und Storytelling macht das Werk dabei absolut kurzweilig und sorg dafür, dass man es am liebsten auf einem Schlag durchlesen würde!
I've seen Simon Sinek on stage (well on YouTube really) several times and always found him inspiring. The book is pretty similar to his stage appearances, he makes many valid points. Sadly lots of the stories he tells in this book are identical to those he uses in his speeches, so technically you won't miss that much if you only do one or the other (as in "read the book or listen to his speeches"). This is also the reason why I think he could have said everything he wants to say and make his point halfway through the book.That being said, it is definitely a great book to read and give to others (read: your failure of a boss at your last job for example). He does make a lot of valid points after all and lots of people would benefit from this.
Ich habe bereits das erste Buch von Simon Sinek "Start with why" gelesen und fand schon damals seine "Thesen" interessant. Auch sein neues Buch hat mich nicht enttäuscht. Auch wenn einiges von dem Stoff vielleicht schon in anderen Büchern stehen mag, hat mir dieses Buch einige Dinge klar(er) gemacht. Ich mag seinen lockeren, teils humorvollen Schreibstil und die Kapitel sind relativ kurz gehalten. Man kann sich das Buch also gut einteilen.Tipp: Wem eine Kurzfassung von dem Buch reicht, der kann sich das ca. zehnminütige Video "Why leaders eat last" auf Vimeo oder Youtube ansehen. Dort spricht Simon Sinek viele der im Buch genannten Punkte an.
Wer "Start with Why" mochte, wird es lieben.Das Buch bringt vieles auf den Punkt, was sozialkompetente Führungskräfte irgendwie ahnen.Ich habe das Gefühl, hier wird Personalführung vom Kopf auf die Füße gestellt.
Muss man auf alle Fälle lesen! Hat mir in gewissen Dingen die Augen geöffnet - kann es jedem ans Herz legen!
In diesem Buch erklärt Simon Sinek sehr anschaulich, was Führungskräfte ausmacht. Von diesem Buch inspiriert geht die Reise weiter auf dem Weg zum besseren Vorgesetzen und Kollegen. Wenn auch teilweise sehr militärisch geprägt sind seine Geschichten hilfreich, die Botschaft zu transportieren. Eine echte Bereicherung und ein Hörgenuss zugleich.
Ein sehr interessantes Buch. Die darin vertretene Hypothese kann ich durch meine bisherigen Erfahrungen nur bestätigen. Pflichtlektüre für alle, die einen Unterschied machen wollen.
A bit repetitive but interesting insights how to form teams and organizations and make them work. It also gives excellent insights into what good and beneficial hierarchies should look like. Worth a read for those that like to condemn every hierarchy and want to make everyone equal.
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Leaders Eat Last: Why Some Teams Pull Together and Others Don't, by Simon Sinek PDF
