Why trust changes everything in Leaders Eat Last
Leaders Eat Last is a book that wears its message openly. From the title onward, Simon Sinek is clear about the kind of leadership he believes matters, leadership that prioritises people, trust and long-term wellbeing over short-term wins.
I first read it during a period of reflection on why some teams seem to weather pressure better than others. What stood out was not the call to be “nice” or self-sacrificing, but the emphasis on creating environments where people feel protected enough to take risks.
Sinek draws heavily on biology and storytelling, exploring how trust, belonging and safety influence behaviour. At times, the examples lean towards the dramatic, but the underlying point is a simple one: when leaders create a strong sense of “us”, people are more willing to go the extra mile.
As I read, I thought about organisations where loyalty is high and burnout is low, and those where the opposite is true. The difference often comes down to whether people believe their leaders will stand by them when things get difficult.
While the book can feel idealistic in places, it works best when read as a statement of intent rather than a strict blueprint. It asks leaders to examine their choices, especially under pressure, and to consider what their behaviour signals about who matters.
Leaders Eat Last is a reminder that trust is not built through speeches or strategy documents, but through consistent action over time. For leaders serious about building resilient teams, that message remains as relevant as ever.
