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Leaders Eat Last Infographic

WHY SOME TEAMS PULL TOGETHER & OTHERS DON'T LEARNING FROM LEADERS EAT LAST SINEK'S THESIS-Mutual trust is the cornerstone of effective organisations. THE PROBLEM A LACK OF GOOD LEADERS IN WORK PLACES QUALIFI- CATION 43% of employers Only 1 in 5 managers had management qualifications +70% of companies reported lack of managerial & leadership skills Bad management was linked to 56% of corporate failures rated their line manager "ineffective" of workers are "not engaged" or "actively disengaged" and are emotionally disconnected from 87% Worldwide, only ( 13% of employees are engaged at work their workplaces and less likely to be productive. A7 Actively disengaged employees continue to outnumber engaged employees by nearly °2-TO-1 2013 UK LABOUR FORCE SURVEY FINDS: Stress accounts for (40% of work related illness THE MOST STRESSFUL SECTORS TO WORK IN: Healthcare Social Work Education Public Administration Defense Top causes of work- related stress: The UK Health & Safety Executive estimates Work-related stress £353M~ £381M Pressure costs employers Bullying 20% of workers have high or extremely high stress levels at work Lack of Managerial EIN 2013 US WORKERS WERE SURVEYED & FOUND THAT = 83% 14% 4% of adults listed low wages as a stress factor said fear of being fired or laid off was a stress factor of Americans are stressed at work 70% of workers are not engaged or are actively disengaged Rhode Island had 21% disengaged workers the highest in the US 21% Work-related stress $200B-$300B ay а year costs employers Workplace bullies can cost companies over $16M in turnover and $8M inlost productivity STRESS IS THE 3RD MOST COMMON CAUSE OF WORKER ABSENCE THE STRESS HORMONE But the one hormone that must be avoided at all costs is... EFFECTS Suppresses immune system Damages short-term memory CORTISOL Is released by stress, anxiety or fear, which LOWER workplace performance Lengthens recovery time Impairs cognition Causes accumulation of abdominal fat THE SOLUTION WE NEED TO DEVELOP LEADERS WHO WILL... Put their own interests aside to protect us or to pull us into the future Actively demonstrate their support for colleagues & employees Listen to the people who work there...the people naturally work together to help each other & advance the company Gallup has found that managers who focus on their employees' strengths can practically eliminate active disengagement & double the average of U.S. workers who are engaged nationwide. WE NEED THESE LEADERS AS... GREAT LEADERS EFFECT YOUR BIOLOGY! As humans, we're hard-wired to work together. So when leaders create the right workplace conditions, our hormones give us all the motivation we need to succeed. THE 'SOCIAL' HORMONES OXYTOCIN SEROTONIN Released during social bonding; it builds love, trust, & friendship, while suppressing selfishness. Released while experiencing or witnessing success. Reinforces leader/pupil relationship, responsible for feelings of pride. EFFECTS EFFECTS Promotes attachment Boosts mood Solidifies relationships Alleviates social anxiety Reduces stress Eases stress Regulates sleep cycle Reduces cravings Controls appetite Triggers protective instincts Decreases aggression Fosters generosity Boosts confidence Social hormones must triumph for teams to win. What's good for the group is good for each person in it! GREAT LEADERS To succeed, leaders must understand that leadership is a social contract. Good Leaders unite a team around a cause that they can all get behind! Social groups thrive upon shared struggle. WE NEED THINGS TO RALLY AROUND & COME TOGETHER FOR. Social groups only thrive when they establish a "Circle of Safety" When the people have to manage dangers from inside the organization, the organization itself becomes less able to face the dangers from outside. Circles of Safety boost social hormones, mitigate selfish hormones, & free us from prolonged cortisol production. Human beings have thrived for fifty thousand years not because we are driven to serve ourselves, but because we are inspired to serve others. We happily give leaders privilege in exchange for security Trust, Care, & Generosity are contagious Because serotonin & dopamine are contagious. The more success we see & experience, the better we feel. The more successful our social group, the more successful we are ourselves. Trust is like lubrication. It reduces friction & creates conditions much more conducive to performance. The cost of leadership is self-interest. We have no problem with someone who outranks us at work making more money than us, getting a bigger office or a better parking space. Too many of the environments in which we work today frustrate our natural inclinations to trust & cooperate. PUTTING THEORY INTO PRACTICE THE THEORY: SINEK'S LEADERSHIP LESSON'S sO GOES THE CULTURE, SO GOES THE COMPANY In a week culture, we veer away from doing "the right thing" in favor of doing "the thing that's right for me". I Bad cultures breed bad leaders. .when people trust & share their successes & failures, what they know & what they don't know, the result is innovation. sO GOES THE LEADER, SO GOES THE CULTURE 1 So "give authority to those closest to the information." The "I before you, me before we" mentality ruins organisations by destroying the Circle of Safety. Provide vision, & then trust employees to do their jobs, rather than demanding complete control. INTEGRITY FRIENDS LEAD THE PEOPLE, NOT THE NUMBERS MATTERS MATTER I Because "enemies fight, I Customers will never love a I Because trust is vital. As a leader, never tell a lie. company until the employees love it first. friends cooperate." ACTION: SINEK'S LEADERSHIP LESSONS PHYSICAL PRESENCE IS VITAL-Cultivate social hormones, trust & teamwork Use email only for rational communications & information exchange. Always speak in person or on the phone when it comes to emotional/non-rational matters. Give handshakes, have face-to-face conversations, & be accessible. Put people at the forefront of company goals Reduce abstraction! Value long-term goals (job satisfaction & team When our relationships with customers or employees become abstract concepts, we naturally pursue the most tangible thing we can see-the metrics. LONG TERM building) over short-term aims (target sales, quotas, & production). SHORT TERM MANAGING ABSTRACTION-Worshipping numbers ruins company culture DOES YOUR LEADER EAT LAST? Sources]MBYYEPE zzled-by-Something-at-Work.html creative CC commons THALES BY NC SA LEARNING & DEVELOPMENT 0000000 000000

Leaders Eat Last Infographic

shared by KrystianRM on Sep 24
Based on Sinek’s research, this infographic charts a course for would-be leaders to follow. What you find here will probably surprise you, because it turns out that many traditional corporate pract...


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