Leaders Eat Last: Building Trust and Cooperation in Local Government

In the realm of public service, leadership is not about power, it is about protection. Simon Sinek’s Leaders Eat Last offers a transformative perspective on leadership, grounded in biology, psychology, and real-world examples. His central thesis is simple yet profound: the best leaders prioritise the wellbeing of their people. For local government officers, who serve on the front lines of community life, this philosophy is not just relevant, it is essential.

Local government is uniquely positioned at the intersection of policy and people. Officers are tasked with delivering services, managing resources, and responding to the needs of diverse communities. Yet beyond these operational responsibilities lies a deeper challenge: how to lead in a way that fosters trust, unity, and resilience. Sinek’s work provides a compelling framework for meeting this challenge, urging leaders to create environments where individuals feel safe, supported, and inspired to contribute.

Leadership in public service is not merely about directing teams or implementing strategies. It is about cultivating a culture where people are empowered to do their best work, where collaboration is valued over competition, and where the human element is never overlooked. In a time when public trust in institutions is often strained, the principles outlined in Leaders Eat Last offer a timely and necessary guide for those committed to serving with integrity and compassion.

Subscribe to the Truth about Local Government podcast

The Core Message: Leadership as Service

The title Leaders Eat Last originates from a tradition observed in the United States Marine Corps, where senior officers allow junior personnel to eat first. This practice is not ceremonial, it is deeply cultural. It reflects a profound belief that leadership is about serving those you lead, not asserting dominance over them. Sinek uses this example to illustrate a broader truth: effective leadership is rooted in selflessness, humility, and a genuine concern for the welfare of others.

Sinek writes, “The true price of leadership is the willingness to place the needs of others above your own. Great leaders truly care about those they are privileged to lead.”

This sentiment resonates strongly within the context of local government, where the impact of leadership decisions is felt directly by both staff and the public. Officers who embrace this mindset are more likely to build trust, foster loyalty, and create teams that are resilient in the face of adversity.

In practical terms, leadership as service means prioritising the needs of residents, colleagues, and communities above personal ambition or political gain. It involves listening attentively before speaking, acting with integrity even when it is inconvenient, and making decisions that reflect a commitment to fairness and equity. It also means recognising that leadership is not about being the most visible or vocal person in the room, but about enabling others to thrive.

Creating environments where people feel safe, valued, and empowered is not a passive endeavour, it requires intentionality and consistency. Leaders must be willing to invest time in understanding the unique strengths and challenges of their teams, to communicate openly and honestly, and to model the behaviours they wish to see in others. When leaders lead with service at the forefront, they lay the foundation for a culture of trust and cooperation that can withstand even the most difficult circumstances.

In local government, this approach is particularly powerful. Officers are often called upon to navigate complex issues, mediate between competing interests, and respond to crises with clarity and compassion. By adopting a service-oriented leadership style, they not only enhance the effectiveness of their teams but also strengthen the social fabric of the communities they serve.

The Circle of Safety: Creating a Culture of Trust

One of the most powerful and enduring concepts in Leaders Eat Last is the Circle of Safety. Sinek explains that in prehistoric times, humans survived by forming tribes. Within the tribe, individuals felt protected and supported. Outside the tribe, however, danger was ever-present, whether from predators, rival groups, or environmental threats. The leader’s role was not to dominate but to protect. Their responsibility was to expand the Circle of Safety, ensuring that everyone within it felt secure and valued.

In today’s organisations, the threats are no longer physical but psychological and emotional. These include job insecurity, blame culture, toxic politics, burnout, and exclusion. When leaders fail to protect their teams from these internal threats, people begin to turn on one another. Trust erodes, morale declines, and performance suffers. But when leaders actively create and maintain a strong Circle of Safety, trust and cooperation flourish. People feel empowered to take risks, share ideas, and support one another.

For local government officers, this concept is especially relevant. Public service environments are often high-pressure, with limited resources, political scrutiny, and rapidly changing demands. In such settings, the Circle of Safety must be deliberately cultivated.

This means:

• Shielding teams from unnecessary stress and political interference: Leaders should act as buffers, absorbing pressure from external stakeholders and shielding their teams from reactive decision-making or blame.

• Encouraging collaboration over competition: Promote a culture where departments and individuals work together rather than compete for recognition or resources.

• Addressing conflict with fairness and empathy: Conflict is inevitable, but how it is handled determines whether it strengthens or weakens the team. Leaders must mediate with impartiality and compassion.

• Ensuring psychological safety in meetings and decision-making: Staff should feel safe to speak up, challenge ideas, and admit mistakes without fear of retribution.

Sinek writes, “When we feel safe among our own people, in our own tribes or organisations, we naturally combine our talents and our strengths and work tirelessly to face the dangers outside and seize the opportunities.”

In local government, this translates into stronger teams, better service delivery, and more resilient communities.

The Biology of Leadership: Why We’re Wired to Care

Sinek’s approach to leadership is not just philosophical, it is biological. He explains that our behaviour as leaders and team members is influenced by four key chemicals: endorphins, dopamine, serotonin, and oxytocin. These chemicals evolved to help us survive and thrive in social groups, and they continue to shape how we interact in modern workplaces.

• Endorphins help us endure pain and stress. They are released during physical exertion or laughter, providing temporary relief and boosting resilience.

• Dopamine is the reward chemical. It motivates us to achieve goals and gives us a sense of satisfaction when we complete tasks or receive recognition.

• Serotonin is linked to pride and status. It is released when we feel respected, valued, and acknowledged by others.

• Oxytocin is the bonding chemical. It fosters trust, empathy, and connection, and is released through acts of kindness, touch, and shared experiences.

Great leaders, Sinek argues, create environments that stimulate serotonin and oxytocin. They make people feel appreciated, connected, and safe. These leaders understand that performance is not just about targets, it is about relationships. Poor leaders, on the other hand, create environments dominated by cortisol, the stress hormone. High cortisol levels lead to anxiety, disengagement, and even physical illness.

In local government, where staff often face high workloads, tight deadlines, and public scrutiny, leaders must be intentional about reducing stress and increasing connection. This might include:

• Recognising achievements publicly: A simple thank you or public acknowledgement can boost serotonin and reinforce a sense of purpose.

• Encouraging peer support and mentoring: When colleagues support each other, oxytocin is released, strengthening team bonds.

• Providing time and space for reflection and recovery: Avoid a culture of constant urgency. Allow time for learning, rest, and strategic thinking.

• Promoting work-life balance and mental health: Encourage flexible working, provide access to wellbeing resources, and model healthy boundaries.

Sinek reminds us, “Leadership is not about being in charge. It is about taking care of those in your charge.”

This biological perspective reinforces the idea that leadership is not just a skill, it is a responsibility to create the conditions in which people can thrive.

Empathy in Action: Leading with Humanity

Empathy is not a soft skill, it is a leadership imperative. In Leaders Eat Last, Sinek shares the story of a CEO who, during a financial crisis, refused to lay off staff. Instead, he asked everyone to take a few unpaid days off. The result? Morale improved, trust deepened, and the company weathered the storm. This story illustrates a core truth: when leaders show empathy, people respond with loyalty, creativity, and resilience.

In local government, empathy is not optional. Officers work with vulnerable populations, manage emotionally charged issues, and often operate under intense public scrutiny. Empathetic leadership helps teams navigate these challenges with compassion and confidence.

Empathy in action means:

• Understanding the pressures your team faces: Take time to learn about the challenges your staff encounter, both professionally and personally. This builds trust and shows that you care.

• Listening to concerns without judgement: Create safe spaces for honest conversations. Avoid jumping to conclusions or offering quick fixes.

• Making decisions that consider human impact, not just efficiency: Policies and procedures should be people-centred. Ask, “How will this affect the individuals involved?”

• Being present and approachable: Leadership is not about distance. Be visible, accessible, and willing to engage with your team on a human level.

“Empathy is being concerned about the human being, not just their output.”

In a sector where burnout is common and resources are stretched, empathetic leadership can be the difference between a team that survives and one that thrives. Empathy also extends beyond the workplace. Local government leaders must demonstrate empathy in their interactions with the public. This means listening to community concerns, acknowledging diverse perspectives, and responding with fairness and respect. When residents feel heard and understood, trust in local institutions grows.

Trust and Loyalty: The Currency of Leadership

Trust is not built through grand gestures, it is built through consistency. Simon Sinek explains that trust develops when leaders show up, follow through, and act with integrity.

“Trust is like lubrication. It reduces friction and creates conditions much more conducive to performance.”

In other words, trust is the invisible force that allows teams to function smoothly, especially under pressure.

In local government, trust is essential at every level:

• Between officers and their teams: Staff must believe that their leaders have their best interests at heart. This trust enables open communication, honest feedback, and a willingness to go the extra mile.

• Between departments and agencies: Collaboration across services, such as housing, education, and public health, requires mutual respect and shared purpose.

• Between government and the public: Citizens must trust that their local leaders are acting fairly, transparently, and in their best interest.

To build trust, leaders must:

• Be transparent about challenges and decisions: Share the reasoning behind policies and acknowledge the complexities involved. This builds credibility.

• Admit mistakes and take responsibility: Owning errors shows humility and accountability, which strengthens trust.

• Honour commitments, even when inconvenient: Reliability is a cornerstone of trust. Follow-through matters.

• Treat everyone with fairness and respect: Consistent, respectful treatment fosters a culture of inclusion and psychological safety.

Trust is slow to build and quick to break. But when it is strong, it creates loyalty, resilience, and high performance. Teams that trust their leaders are more likely to stay engaged, innovate, and support one another through challenges. In public service, where the stakes are high and scrutiny is constant, trust is not just beneficial, it is vital.

Cooperation Over Competition: Building Stronger Teams

Sinek challenges the myth that competition drives excellence. He argues that cooperation, not rivalry, is the foundation of strong teams.

“The ability of a group of people to do remarkable things hinges on how well those people pull together as a team.”

This insight is particularly relevant in local government, where success depends on collective effort rather than individual accolades.

Departments in local government often operate in silos, each with its own priorities, pressures, and procedures. While specialisation is necessary, isolation can lead to inefficiencies, duplication, and missed opportunities. Leaders must actively foster a culture of cooperation by:

• Setting shared goals across teams: Aligning objectives helps departments see how their work contributes to a larger mission.

• Encouraging cross-functional projects: Joint initiatives promote understanding, resource-sharing, and innovation.

• Celebrating collective wins, not just individual achievements: Recognition should reflect teamwork and collaboration.

• Removing barriers to collaboration: Simplify processes, clarify roles, and encourage open communication.

When people feel they are on the same side, they share knowledge, support each other, and innovate more freely. Cooperation also reduces internal competition, which can lead to stress, secrecy, and disengagement. In a cooperative culture, staff are more likely to take initiative, help colleagues, and contribute to long-term success.

For local government officers, fostering cooperation means creating opportunities for dialogue, joint problem-solving, and shared learning. It means modelling collaborative behaviour and rewarding it. Ultimately, cooperation strengthens not only teams but the communities they serve.

Leadership in Crisis: The Ultimate Test

Crises reveal the true character of leaders. Sinek highlights how great leaders step up during difficult times, not to protect their image, but to protect their people. They communicate clearly, act decisively, and remain calm under pressure. In moments of uncertainty, their presence becomes a source of stability.

In local government, crises are inevitable. Whether it is a public health emergency, a natural disaster, a budget shortfall, or a political scandal, officers must be prepared to lead with clarity and compassion. High-trust leadership during these moments can:

• Maintain public confidence: Transparent communication and visible leadership reassure residents and reduce panic.

• Reduce misinformation: Clear, consistent messaging helps counter rumours and confusion.

• Keep teams focused and united: A shared sense of purpose and trust in leadership helps staff stay motivated and aligned.

• Accelerate recovery and reform: Trust enables swift action and community cooperation, which are essential for rebuilding.

• 
  

Sinek writes, “The cost of leadership is self-interest.” In a crisis, this means putting the community’s needs above personal comfort or political gain. It means making tough decisions with empathy, acknowledging uncertainty, and prioritising people over process.

Effective crisis leadership also involves preparation. Leaders should invest in training, scenario planning, and relationship-building before a crisis hits. When trust and cooperation are already in place, teams are better equipped to respond quickly and effectively.

Practical Applications for Local Government Officers

Sinek’s principles are not abstract, they are highly actionable. Here are practical ways local government officers can apply Leaders Eat Last in their daily work:

1. Staff Meetings Use meetings to reinforce the Circle of Safety. Begin with personal check-ins, celebrate small wins, and encourage open dialogue. Avoid blame and focus on learning and solutions.

2. Performance Reviews Go beyond metrics. Ask staff how they feel, what support they need, and how they connect with the mission. Recognise effort, growth, and values-driven behaviour.

3. Community Engagement Lead with empathy. Listen to residents’ concerns, acknowledge their experiences, and involve them in shaping solutions. Trust builds legitimacy and cooperation.

4. Policy Development Consider the human impact of every policy. Who benefits? Who might be harmed? Use both data and stories to guide decisions and ensure inclusivity.

5. Leadership Development Invest in future leaders. Provide mentoring, training, and opportunities for growth. Encourage reflection and model the behaviours you want to see.

6. Internal Communication Ensure that communication is not just top-down. Create channels for feedback, encourage dialogue, and be transparent about challenges and decisions. This builds trust and reduces uncertainty.

7. Recognition and Reward Celebrate not only outcomes but also values-driven behaviour. Recognise those who support others, who collaborate, and who embody the spirit of public service.

8. Conflict Resolution Approach conflict with empathy and fairness. Use it as an opportunity for growth and understanding, not punishment or division.

9. Wellbeing Initiatives Support mental health and wellbeing through flexible working, access to resources, and a culture that values rest and recovery.

10. Strategic Planning Align strategy with values. Ensure that long-term plans reflect the needs of both staff and the community, and that they are communicated clearly and inclusively.

Final Reflections: A Call to Serve

Simon Sinek’s Leaders Eat Last is not a manual, it is a manifesto. It calls us to reimagine leadership as a sacred duty to protect, empower, and uplift others. For local government officers, this is more than theory, it is a daily reality. Every decision, every meeting, every interaction is an opportunity to lead with integrity and compassion.

Sinek reminds us,

“The leaders who get the most out of their people are the leaders who care most about their people.”

In a world where trust is fragile and division is common, local government can be a beacon of integrity, empathy, and cooperation. Let us lead not for status, but for service. Let us build teams that trust, communities that thrive, and a legacy that lasts.

Let us eat last.