Why Your Crew Doesn’t Care—And How to Fix It

You can’t build a business that runs without you if your crew only works when you’re watching.

In this episode of Builder’s Book Brief, we break down Leaders Eat Last by Simon Sinek—a sharp, honest look at how great leaders earn trust, build loyalty, and create teams that perform even when the pressure’s on.

For construction business owners doing $500K–$5M a year, this is the playbook for making the jump from reactive operator to trusted leader.

You’ll learn:

• Why your team’s biggest performance blocker is fear—not laziness
• How to create a “Circle of Safety” where initiative and pride can grow
• How your mood, presence, and habits shape the entire jobsite culture

We close with one small action you can take this week to improve trust, without adding more meetings, rules, or effort.

If you want to build something that lasts—you have to lead like it matters.

Transcript

Builder’s Book Brief: Leaders Eat Last by Simon Sinek

Why Your Crew Stops Caring—and How to Lead So They Step Up

Welcome to Builder’s Book Brief, where we distill powerful business books into practical insights for construction business owners building real companies—not just job sites.

Today’s book is Leaders Eat Last by Simon Sinek.

It’s not a rah-rah leadership book.
 It’s a deeply human take on how great leaders build teams that want to follow them, not just get paid by them.

If you’re seeing signs of disengagement in your crew—low initiative, poor communication, or that “just tell me what to do” attitude—this episode is going to reframe what leadership means, and how to build a company where people actually care.

Let’s dive into three core takeaways.

1. Safety Comes First—Not Bonuses

The #1 job of a leader, according to Sinek, is to create a Circle of Safety.

That means:

• Your people know what’s expected of them
• They feel protected from unnecessary chaos or blame
• They believe their effort won’t be exploited

Here’s what this doesn’t mean:

• Coddling
• Free rein
• Overpaying bad behavior

It means clarity, structure, and trust.

In construction, where danger, deadlines, and tension are part of the job, most owners create accidental fear:

• Random emotional blowups
• Vague expectations
• Shifting priorities
• Public blame

Fear leads to protection mode: guys stop solving problems, stop thinking ahead, and wait to be told what to do.

But when a leader provides stability and clarity, people start thinking beyond the task. They start caring.

“Leadership is not about being in charge.
 It’s about taking care of those in your charge.”

2. You Set the Emotional Tone—Always

This one stings.

Sinek says the leader’s attitude and behavior sets the chemical environment for the whole team. Literally—your stress can trigger cortisol in others. Your calm can create trust and dopamine.

So if you show up tired, rushed, snappy, and distracted?

So will your crew.

Your site becomes reactive, defensive, and transactional.

But if you model clarity, calm, and accountability—even when things go sideways?

Your team learns to do the same.

What this looks like in the real world:

• You own the mistake before blaming others
• You ask your team for their perspective before issuing orders
• You stay present in meetings or walkthroughs, even when your mind is racing

You don’t need to be perfect.
 You just need to be intentional. Your vibe becomes their culture.

3. Trust is a Long Game—Built Through Small Acts

Sinek shares stories of military units where leaders literally ate last—because their people’s well-being came first.

That’s the metaphor:
 Great leaders serve first, then lead from behind—not above.

But in a construction context, this gets twisted.
 We think “serving our crew” means jumping on the tools, solving every problem, and being the hardest worker on-site.

That’s not leadership. That’s being a crutch.

Real trust is built when you:

• Hold space for people to grow
• Back them up when they try
• Show them they matter, not just their productivity

Ask yourself:

• When’s the last time I gave credit publicly, or in front of a client?
• When’s the last time I asked someone what they wanted to improve at?
• When’s the last time I showed appreciation—without it being tied to output?

People don’t burn out because of work.
 They burn out because they don’t feel seen, supported, or safe.

Final Thought—and a Small Action

You’re the owner.
 But your success depends on what others do when you’re not around.

That’s leadership.
 Not being the smartest.
 Not being the most skilled.
 But creating a culture where people feel safe to take ownership and grow.

So here’s your small action for the week:

Write down 3 things that might make your crew feel unsafe or unclear right now.

Then pick one and fix it.

• Maybe it’s a vague role
• Maybe it’s random schedule changes
• Maybe it’s how you give feedback

It won’t feel like “work.”
 But it will multiply your team’s effectiveness faster than almost anything else.

Because when people feel safe?

They step up.

And when you lead like that?

You eat last—but your business eats first.

Thanks for listening to Builder’s Book Brief.
 See you next time.