Circle of Safety

According to Simon Sinek, “Returning from work feeling inspired, safe, fulfilled and grateful is a natural human right to which we are all entitled and not a modern luxury that only a few lucky ones are able to find.” And yet, in this last month alone, I have heard from at least three people that this is far from their experience - and the impact is significant in their work life but also it spills over into the rest of their life as well.

When I hear this I can’t help but think of the quote by Mary Oliver, “Tell me, what is it you plan to do with your one wild and precious life?” Working for a leader who doesn't recognize your contributions, who demeans you, is volatile and seems uninterested in helping you succeed … feels like a reckless waste of your wild and precious life. And under that form of leadership the days seem interminable!

Let’s not be those kinds of leaders! In Leaders Eat Last, Simon Sinek introduces the idea of the Circle of Safety, a concept that reshapes how we think about leadership and performance. Rather than focusing first on strategy or results, Sinek argues that great leadership begins with creating an environment where people feel protected. As Sinek writes, “When people feel safe and protected by the leadership in the organization, the natural reaction is to trust and cooperate.”

The absence of safety carries a hidden cost, particularly when it comes to productivity. In environments driven by fear, people spend valuable time and energy managing impressions, double-checking what feels politically risky, and protecting themselves from blame rather than focusing fully on their work. As Simon Sinek explains in Leaders Eat Last, “The responsibility of leadership is not to come up with all the ideas but to create an environment in which great ideas can happen.” That same principle applies to execution: leaders are responsible for creating conditions where great work can happen consistently. Fear leads to a lack of focus. Psychological safety concentrates focus, allowing individuals and teams to direct their full capacity toward meaningful, productive work.

Importantly, the Circle of Safety does not imply softness or low standards. In fact, high accountability is more sustainable when trust is present. When people believe their leaders will stand with them rather than single them out, they are more willing to take ownership and stretch beyond their comfort zones. Sinek reinforces this deeper responsibility of leadership when he writes, “Leadership is not about being in charge. Leadership is about taking care of those in your charge.” That care is demonstrated not through grand gestures, but through consistent behaviors: taking responsibility when things go wrong, sharing credit generously, listening with genuine attention, and addressing harmful behavior before it erodes trust.

Over time, these repeated actions draw a protective circle around a team. Inside that circle, people are not expending energy defending themselves; they are investing energy in one another and in the mission they share. The result is not only stronger culture, but stronger performance. When leaders commit to creating safety first, cooperation follows naturally, and extraordinary results become possible not through pressure, but through belonging.

“When we feel safe, we are empowered.  When we are not acting under threat, we are able to give our best, to be more creative, to be more productive.”  Simon Sinek