为什么只有少数人能说““我爱我的工作”？在工作中找到满足感就像中了彩票，这似乎不公平；只有少数幸运儿能感觉到他们的组织对他们的重视，感觉到他们属于自己。

想象一下，在这样一个世界里，几乎每个人都被激励着去工作，在白天感到被信任和被重视，然后回家感到满足。

这不是一个疯狂的，理想化的概念。今天，在许多成功的组织中，伟大的领导者正在创造一种环境，在这种环境中，人们自然而然地齐心协力去做非凡的事情，Simon Sinek注意到，有些团队能够彼此信任得如此之深，以至于他们会为彼此付出生命的代价。其他球队，无论提供什么样的激励，都注定要内讧、分裂和失败。为什么？

在与一位海军陆战队将军的谈话中，答案变得清晰起来。

“警官们最后才吃。”。

Sinek看着最年轻的海军陆战队员先吃饭，而最资深的海军陆战队员则坐在队伍的后面。在战地上，周堂的象征意义是极其严肃的：伟大的领导人牺牲了自己的舒适—甚至他们自己的生存—为了照顾他们的人。

从最早的狩猎和采集部落开始，这一原则就一直适用。这不是一个管理理论；这是生物学。我们的大脑和身体进化来帮助我们找到食物、住所、伴侣，尤其是安全感。我们一直生活在一个危险的世界里，随时面对着掠夺者和敌人。只有在我们感到安全的时候，我们才能茁壮成长。

我们的生物学在五万年里没有改变，但我们的环境确实发生了变化。如今的工作场所往往充斥着玩世不恭、偏执和自私自利。但是最好的组织能够培养信任和合作，因为他们的领导者建立了Sinek所说的安全圈，将团队内部的安全与外部的挑战分开。

“安全圈”造就了稳定、适应、自信的团队，每个人都觉得自己属于这个团队，所有的精力都集中在面对共同的敌人和抓住重大机遇上。

正如他在《为什么开始》一书中所做的那样，Sinek用从军事到制造业，从政府到投资银行业的各种各样令人着迷的真实故事来说明他的想法。

生物学原理很清楚：在最重要的时候，愿意吃最后一顿的领导者会得到深深忠诚的同事的奖励，他们会不遗余力地推进领导者的愿景和组织的利益。令人惊讶的是它的工作原理如此之好。

Why do only a few people get to say “I love my job”? It seems unfair that finding fulfillment at work is like winning a lottery; that only a few lucky ones get to feel valued by their organizations, to feel like they belong.

Imagine a world where almost everyone wakes up inspired to go to work, feels trusted and valued during the day, then returns home feeling fulfilled.

This is not a crazy, idealized notion. Today, in many successful organizations, great leaders are creating environments in which people naturally work together to do remarkable things.In his travels around the world since the publication of his bestseller Start with Why, Simon Sinek noticed that some teams were able to trust each other so deeply that they would literally put their lives on the line for each other. Other teams, no matter what incentives were offered, were doomed to infighting, fragmentation and failure. Why?

The answer became clear during a conversation with a Marine Corps general.

“Officers eat last,” he said.

Sinek watched as the most junior Marines ate first while the most senior Marines took their place at the back of the line. What’s symbolic in the chow hall is deadly serious on the battlefield: great leaders sacrifice their own comfort—even their own survival—for the good of those in their care.

This principle has been true since the earliest tribes of hunters and gatherers. It’s not a management theory; it’s biology. Our brains and bodies evolved to help us find food, shelter, mates and especially safety. We’ve always lived in a dangerous world, facing predators and enemies at every turn. We thrived only when we felt safe among our group.

  Our biology hasn’t changed in fifty thousand years, but our environment certainly has. Today’s workplaces tend to be full of cynicism, paranoia and self-interest. But the best organizations foster trust and cooperation because their leaders build what Sinek calls a Circle of Safety that separates the security inside the team from the challenges outside.

The Circle of Safety leads to stable, adaptive, confident teams, where everyone feels they belong and all energies are devoted to facing the common enemy and seizing big opportunities. 

As he did in Start with Why, Sinek illustrates his ideas with fascinating true stories from a wide range of examples, from the military to manufacturing, from government to investment banking.

The biology is clear: when it matters most, leaders who are willing to eat last are rewarded with deeply loyal colleagues who will stop at nothing to advance their leader’s vision and their organization’s interests. It’s amazing how well it works.