Leader Different
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Description
Book Introduction
# [TIME] 100 Most Influential CHROs, Recommended by CEO Taehee Jeong! # A new leadership theory by Simon Sinek, a leadership mentor for global companies such as Apple, GE, Disney, and Costco. # The myth of achieving 150 million views_ Including 'How to lead the millennial generation' # Amazon.com's long-term bestseller in the Leadership category! “The optimal solution to encourage everyone to reach their full potential!” The idea that a company is a place that only generates profits is now an outdated notion. The ethics and values that the MZ generation, the so-called future generation, demands from companies as they enter society have changed significantly compared to the era dominated by the older generation. A company that focuses only on numbers will not last long, not only for its employees but also for its consumers. If an organization's leaders use their profits to benefit the well-being of its members and society, prioritizing their members over their own well-being, and if employees in turn value their colleagues over personal gain, then the company not only possesses its own values but also develops by sharing its unique philosophy with its employees and customers. At the center of this virtuous cycle is the leader. Only leaders who have an answer to the question of why they and their organizations exist will move forward on the path of providing value to others, rather than being obsessed with immediate profits. This is an era that requires new leadership based on mutual understanding and respect. But the nature of work and humanity itself has not changed. By reading this book, you will gain a clear understanding of what you need to change and what you need to maintain as a leader, and you will gain valuable insights. Simon Sinek, who leads with bold judgment and cool-headed analysis, yet inspires genuine engagement through empathy and sacrifice, is a prime example of the kind of integrated leader everyone in this era aspires to be. In this book, Sinek presents everything from the hormones that govern human instincts to the philosophy a leader should possess, and based on practical experience and academic evidence, he discusses the qualities of a leader that we all need to know. As recommended by Taehee Jeong, CEO of Rebox Consulting, who served as the youngest Executive Director of Human Resources at GE KOREA and was selected as one of the 100 most influential CHROs by TIME, “This book contains the optimal solution to encourage leaders to overcome their own limitations and bring out the best in everyone.” If you are a leader who will lead an organization in an era of increasing uncertainty, I highly recommend that you encounter Simon Sinek’s amazing insight and foresight through this book. |
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index
Introduction | Leaders who value people never fail.
Chapter 1: We Want a Safe Workplace
1.
Being protected
2.
Employees are someone's family
3.
Belonging and a safety net
4.
But aren't ideals and reality different?
Chapter 2 A Powerful Force to Help Us
5.
The trials and errors of mankind
6.
Selfish hormones vs. altruistic hormones
7.
Cortisol, the emotional stress hormone
8.
A true leader eats last
Chapter 3: The Reality We Face
9.
You need to have the confidence that you can do the right thing.
10.
If you take your snowmobile to the desert
Chapter 4: How Did We Get Here?
11.
Good Times - Great Depression - Baby Boom
12.
1981, the beginning of a vicious cycle
Chapter 5: The Enemy of 'Abstract'
13.
Abstraction can kill people
14.
In modern times, abstraction means
15.
How can we focus on concrete realities?
16.
An organization that is out of balance
Chapter 6: Destructive Abundance
17.
Leadership Lesson 1: Company Culture Matters Most
18.
Leadership Lesson 2: Corporate Culture Is Determined by Leaders
19.
Leadership Lesson 3: Be Honest, Never Give Up
20.
Leadership Lesson 4: Getting Closer Comes First
21.
Leadership Lesson 5: Lead People, Not Numbers
Chapter 7: A Society Overflowing with Addicted People
22.
Ultimately, the problem is us.
23.
I have to break free from this addiction by any means necessary.
24.
To understand millennials
Chapter 8: Becoming a Leader
25.
Human connection is key
26.
Overcoming hardships together
27.
In search of a true leader
Appendix | How to Lead Millennials
Chapter 1: We Want a Safe Workplace
1.
Being protected
2.
Employees are someone's family
3.
Belonging and a safety net
4.
But aren't ideals and reality different?
Chapter 2 A Powerful Force to Help Us
5.
The trials and errors of mankind
6.
Selfish hormones vs. altruistic hormones
7.
Cortisol, the emotional stress hormone
8.
A true leader eats last
Chapter 3: The Reality We Face
9.
You need to have the confidence that you can do the right thing.
10.
If you take your snowmobile to the desert
Chapter 4: How Did We Get Here?
11.
Good Times - Great Depression - Baby Boom
12.
1981, the beginning of a vicious cycle
Chapter 5: The Enemy of 'Abstract'
13.
Abstraction can kill people
14.
In modern times, abstraction means
15.
How can we focus on concrete realities?
16.
An organization that is out of balance
Chapter 6: Destructive Abundance
17.
Leadership Lesson 1: Company Culture Matters Most
18.
Leadership Lesson 2: Corporate Culture Is Determined by Leaders
19.
Leadership Lesson 3: Be Honest, Never Give Up
20.
Leadership Lesson 4: Getting Closer Comes First
21.
Leadership Lesson 5: Lead People, Not Numbers
Chapter 7: A Society Overflowing with Addicted People
22.
Ultimately, the problem is us.
23.
I have to break free from this addiction by any means necessary.
24.
To understand millennials
Chapter 8: Becoming a Leader
25.
Human connection is key
26.
Overcoming hardships together
27.
In search of a true leader
Appendix | How to Lead Millennials
Detailed image
Publisher's Review
A culture that protects only itself vs.
A culture that protects everyone
A virtuous cycle made possible by understanding and utilizing human instincts.
How can we create a virtuous culture that focuses on people, not numbers? Sinek found the answer to this question in biology and anthropology.
In an age of scarcity, humanity formed groups to survive in a hostile and competitive world where people fought over limited resources, and within that group, they survived and prospered through trust and cooperation.
The human mind and body are focused on survival and thriving, instinctively trying to avoid danger and repeat behaviors that benefit us.
When we perceive danger in those around us, we become alert and defensive, and when we feel safe in our group, we relax, trust, and cooperate.
Companies that provide a safe work environment for their employees have a culture that understands and guides human risk-averse instincts in a desirable direction.
Organizations that require their employees to endure internal risks have difficulty coping with external risks.
Because they spend all their energy protecting themselves, they don't have the energy to worry about external factors.
If this trend becomes widespread, the entire company will suffer.
When leaders practice human leadership, internal competition, the main culprit that destroys organizational culture, disappears.
The principles applied to the survival and prosperity of mankind also apply to the survival and prosperity of businesses.
Performance follows safety
The leader who creates the future wins.
A company is an organization run by people, and the most important thing within it is people.
Synek emphasizes that organizational culture determines the thoughts and actions of its members, and argues for the need to establish a "safety net" as a system to eliminate internal risks and effectively respond to external ones.
A leader's goal is to eliminate risk factors within the organization.
Having a safety net within your organization frees you from having to spend time and energy protecting yourself, allowing you to focus on protecting the organization from external threats.
A leader's most important role is to protect the employees within this safety net.
If you keep safety, performance is guaranteed.
When leaders prioritize the safety and well-being of their employees, employees reciprocate by caring for one another and giving generously to the organization.
When people are trusted, they work harder to keep that trust.
When a culture of mutual respect is formed, employees grow and the company prospers.
As Yula Visga writes in On Immunity, “We are always one another’s environment.
The saying, “Immunity is a shared space” does not only apply to the body’s immunity.
A leader is someone who builds the immunity of an organization and its members.
A company's immunity comes from its leaders.
In great companies, leaders at the top protect their employees, and employees at the bottom protect each other.
We must create a company where all workers find happiness and meaning in their work, and where entrepreneurs and workers can cooperate with confidence.
Then, not only the person at the forefront, but also everyone who faithfully performs their duties in their respective positions and creates a safe environment becomes a leader.
This is how future leaders will coexist with the younger generation, and it is a strategy and vision for creating a company where everyone is happy.
A culture that protects everyone
A virtuous cycle made possible by understanding and utilizing human instincts.
How can we create a virtuous culture that focuses on people, not numbers? Sinek found the answer to this question in biology and anthropology.
In an age of scarcity, humanity formed groups to survive in a hostile and competitive world where people fought over limited resources, and within that group, they survived and prospered through trust and cooperation.
The human mind and body are focused on survival and thriving, instinctively trying to avoid danger and repeat behaviors that benefit us.
When we perceive danger in those around us, we become alert and defensive, and when we feel safe in our group, we relax, trust, and cooperate.
Companies that provide a safe work environment for their employees have a culture that understands and guides human risk-averse instincts in a desirable direction.
Organizations that require their employees to endure internal risks have difficulty coping with external risks.
Because they spend all their energy protecting themselves, they don't have the energy to worry about external factors.
If this trend becomes widespread, the entire company will suffer.
When leaders practice human leadership, internal competition, the main culprit that destroys organizational culture, disappears.
The principles applied to the survival and prosperity of mankind also apply to the survival and prosperity of businesses.
Performance follows safety
The leader who creates the future wins.
A company is an organization run by people, and the most important thing within it is people.
Synek emphasizes that organizational culture determines the thoughts and actions of its members, and argues for the need to establish a "safety net" as a system to eliminate internal risks and effectively respond to external ones.
A leader's goal is to eliminate risk factors within the organization.
Having a safety net within your organization frees you from having to spend time and energy protecting yourself, allowing you to focus on protecting the organization from external threats.
A leader's most important role is to protect the employees within this safety net.
If you keep safety, performance is guaranteed.
When leaders prioritize the safety and well-being of their employees, employees reciprocate by caring for one another and giving generously to the organization.
When people are trusted, they work harder to keep that trust.
When a culture of mutual respect is formed, employees grow and the company prospers.
As Yula Visga writes in On Immunity, “We are always one another’s environment.
The saying, “Immunity is a shared space” does not only apply to the body’s immunity.
A leader is someone who builds the immunity of an organization and its members.
A company's immunity comes from its leaders.
In great companies, leaders at the top protect their employees, and employees at the bottom protect each other.
We must create a company where all workers find happiness and meaning in their work, and where entrepreneurs and workers can cooperate with confidence.
Then, not only the person at the forefront, but also everyone who faithfully performs their duties in their respective positions and creates a safe environment becomes a leader.
This is how future leaders will coexist with the younger generation, and it is a strategy and vision for creating a company where everyone is happy.
GOODS SPECIFICS
- Date of issue: August 24, 2021
- Page count, weight, size: 428 pages | 586g | 148*210*30mm
- ISBN13: 9788933871676
- ISBN10: 8933871675
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