Act Like a Leader, Think Like a Leader

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When you've been presented the opportunity to lead people for the first time, it's best for you, your new team, your organization and your career that you have some sort of guide to assist your preparations. While many academics can talk a good game, Professor Ibarra definitely 'practices what she preaches' when it comes to redefining your network. In Ibarra's case, however, she wants leaders to escape the 'authenticity trap' by playing around with new behaviours to create a new sense of self, one that is acting without positive illusions or the crutch that has enveloped many leaders - to be authentic for the sake of popular argument.

Doing things—rather than simply thinking about them—will increase your outsight on what leadership is all about. I really enjoyed the practical take Ibarra took when discussing leadership and developing into a leadership role. In defining the role of general counsel as leader, there is a clear issue at play in being able to engage with all the stakeholders both within and without of the company. She says, ‘One of the presentations that I most enjoy making is to our new hires and relates to career planning.

She also suggests -- within the Redefine Your Self pillar -- to steal like an artist (observe others and take what you can to improve your self) and not to stick to the story. Avoiding the competency trap, learning how to move away from doing what you are good at doing today so that you can be good at something else (being a leader) tomorrow. Ibarra could have served the reader better in this area by offering some guidance on how to delegate effectively and/or best practices for convincing managers to deselect work for higher leadership goals as part of the succession planning.

Great book about leadership, one of the most important points is making time to change and develop yourself from outwith. The Outsights model is simple to understand, yet the book itself offers all kinds of practical tips and exercises throughout. I mean, it's just a lengthy reflection of the author on management and leadership, without clear specifics.The goods do not need to be in their original packaging however in a sellable condition, and at your own cost and risk. For example, instead of relegating yourself to continually being in the performance mode (presenting yourself in a favourable light - think 'managing up') try to use a playful learning model, "one that allows you to reconcile your natural yearning for authenticity in how you work and lead with an equally powerful motivator; growing and, most of all, learning about and extending the possibilities for yourself. My reading of the last chapter was colored by her use of Paul's story at the start of chapter 5, however. You have to be far more external, more cosmopolitan, have a more global view than ever before, to define your company's place in that, its purpose and value. Rather than doing networking when you want a new job, network prior to this, achieve a network by trying to build personal relationships with people.

Since sometimes I feel that embarking on a new journey and practicing new behavior feels like "fake", Herminia dedicated a specific chapter in dealing with this feeling of not being authentic.My only constructive criticism has more to do with flow, and in particular the Afterword and Conclusion chapter. My personal leadership experience helped me to "feel" what leadership is in action as opposed to "knowing" what leadership is based on my readings.