Why good leaders make you feel safe | Simon Sinek | TED

Summary

The speaker draws inspiration from Captain William Swenson, who risked his life to save others during an ambush in Afghanistan. He contrasts this selfless act with the prevalent business culture of prioritizing personal gain over the well-being of employees. Through powerful examples and insights, he argues that great leadership lies in creating an environment where people feel safe and cared for, fostering trust and cooperation. When leaders put their people first, even in difficult times, it elicits extraordinary dedication and effort from employees, who feel their leaders would do the same for them.

Takeaways

• ๐ช Leadership is about creating a circle of safety where people feel protected, trusted, and motivated to cooperate.
• ๐ก True leaders sacrifice their own interests to prioritize the well-being and growth of their people.
• ๐ฆพ In great organizations, people willingly give their best efforts because they trust their leaders would do the same for them.
• ๐ค Treating people like family, with lifetime employment and personal development, fosters loyalty and cooperation.
• ๐งก Leaders should take the first risk and make sacrifices before asking the same of others.
• ๐ค Rank does not determine leadership; leaders emerge by choosing to care for those around them.
• ๐ When people feel safe, they naturally combine talents to face external challenges and seize opportunities.
• ๐ธ Monetary incentives alone cannot create the same level of trust and commitment as true leadership.
• ๐ต Environment and conditions set by leadership shape people's capacity for remarkable achievements.
• ๐ฆ True leaders protect their people, even when it means sacrificing tangible results or personal gains.

Q & A

What was the remarkable incident that took place on September 8, 2009, involving Captain William Swenson?

On September 8, 2009, Captain William Swenson was part of a column of American and Afghan troops that came under ambush in Afghanistan. He was awarded the Congressional Medal of Honor for his actions that day, which included running into live fire to rescue the wounded and pull out the dead. Remarkably, a medevac medic captured the scene on a GoPro camera, showing Swenson giving a kiss to a wounded soldier before continuing to rescue others.

What is the key difference between how the military and businesses typically operate, according to the speaker?

The speaker notes that in the military, medals are given to people who are willing to sacrifice themselves so that others may gain. In contrast, in business, bonuses are often given to people who are willing to sacrifice others so that they may gain personally. The speaker suggests that businesses have this backwards.

What is the speaker's initial conclusion about why some people exhibit extraordinary acts of courage and selflessness, and what does he later realize?

The speaker's initial conclusion was that such people are simply "better people" who are attracted to the concept of service in the military. However, he later realized that it's the environment that matters, and that every single person has the capacity to do remarkable things if the right environment is created.

What is the significance of the "circle of safety" concept, and how does it relate to trust and cooperation?

The speaker explains that 50,000 years ago, early humans evolved to live and work together in a "circle of safety" within their tribe, where they felt a sense of belonging. When they felt safe among their own, the natural reaction was trust and cooperation, which improved their chances of survival. The modern-day organization functions similarly, where trust and cooperation thrive when people feel safe and protected within the organization.

How does the speaker illustrate the importance of leaders prioritizing the safety and well-being of their people?

The speaker uses the example of a gate agent treating passengers like "cattle" because she feared getting in trouble or losing her job if she didn't follow the rules strictly. This demonstrated that she didn't feel safe or trust her leaders, which ultimately weakens the organization. In contrast, when leaders prioritize the safety and well-being of their people, it fosters trust and cooperation, leading to remarkable achievements.

What policy did Charlie Kim, the CEO of Next Jump, implement to demonstrate his commitment to his employees?

Charlie Kim implemented a policy of lifetime employment at Next Jump. Employees cannot be fired for performance issues; instead, they are coached and supported, much like how parents would support their children who bring home a poor grade.

How did Bob Chapman, the CEO of Barry-Wehmiller, handle the need to save $10 million during the 2008 recession, and what was the significance of his approach?

Instead of laying off employees, Bob Chapman implemented a furlough program where every employee, from secretary to CEO, was required to take four weeks of unpaid vacation. This approach demonstrated that he believed in protecting his people, even at the cost of financial numbers. His statement, "It's better that we should all suffer a little than any of us should have to suffer a lot," boosted morale and fostered trust and cooperation among employees.

According to the speaker, what is the natural response when people feel safe and protected by their leaders?

When people feel safe and protected by their leaders, the natural response is to trust and cooperate. The speaker mentions examples of employees spontaneously trading vacation time to help those who needed it more, illustrating the trust and cooperation that arises when people feel their leaders have their best interests in mind.

How does the speaker define a true leader, and what is the significance of the Marine example he provides?

The speaker defines a true leader as someone who chooses to look after the people to their left and right, regardless of their rank or authority. He provides the example of Marines allowing their officer to eat last, and then sharing their food with him when there was none left, to illustrate that true leaders put their people first, and in turn, their people reciprocate that devotion and sacrifice.

What is the ultimate message the speaker wants to convey about the kind of organization people would like to work in?

The speaker's ultimate message is that people want to work in an organization where leaders prioritize the well-being and safety of their people, even at the cost of tangible results. When leaders sacrifice for their people, the natural response is for those people to give their "blood and sweat and tears" to see the leader's vision come to life, creating an environment of trust, cooperation, and remarkable achievements.