Act Like a Leader, Think Like a Leader

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Ultimately, this was a book from an academic with experience studying, not living, business scenarios meant for the middle to aspiring upper manager for a very large organization. I structure it around personal stories and experiences – my childhood, the role models in my life, people that have inspired me and how I have learnt from successes and failures. She is very correct in asserting leaders need operational, personal and strategic networks, to get things done but also to develop and 'act' like better leaders. Rather, this is in the sense of communicating why and conveying what is important through story telling.

I am surprised it is not a NY times best seller as I learned much more from this book compared to many other famous leadership books! To be honest, the first two chapters have already been a waste of time, and I don't even know why I decided to read the whole book. Think of the sales account representative with seven years of experience who won the competition and is now leading the team she was a part of last month. My reading of the last chapter was colored by her use of Paul's story at the start of chapter 5, however. That map and compass comes in the form of Herminia Ibarra's wonderful new book, Act Like A Leader, Think Like A Leader.Understanding what leaders really do, how to create change, how to become a bridge between teams, and how to promote and inspire within your organization. The platform can be inculcated by actions such as getting involved in projects outside your area, participating in extra-curricular activities and creating slack in one's schedule.

bridge across diverse people and groups - 'outsight' comes from a range of outsiders where a leader can then develop differing points of view to see the big picture of opportunity. Because leaders get good at certain aspects of their job -- or through honing their skills over time -- it becomes that much easier to do the things leaders are good at instead of learning new skills, and spending more time on those aspects where they might improve upon. Arguably, too many people are still acting in a reactive way, partly due to a lack of understanding and engagement. This book is not merely a collection of leadership principles; it's a guide to expanding one's leadership capacity by embracing authenticity and staying versatile in one's role. If a refund is payable to you we will process the refund as soon as possible, and, in any case within fourteen (14) days.

Ibarra points out that it doesn’t occur to many of us at work to reveal our personal sides and that this becomes a lost opportunity.

Great book about leadership, one of the most important points is making time to change and develop yourself from outwith.

It also provided many examples and exercises that you can do right away to begin your own leadership development journey. An authority on leadership and career development, Thinkers 50 ranks Herminia among the top management thinkers in the world. LinkedIn and 3rd parties use essential and non-essential cookies to provide, secure, analyze and improve our Services, and to show you relevant ads (including professional and job ads) on and off LinkedIn. You know you have to carve out time from your day job to build your leadership skills, but it’s easy to let immediate problems and old mind-sets get in the way. Action comes first and self-reflection along with the resulting consequences are a byproduct of the action – albeit valuable one in that it provides the feedback loop they require to learn to take better actions the next time.

She reframes the leader’s quest as a process of looking outward, rather than inward, for direction, development, and opportunity. But on the other hand, lawyers as part of their skill set have to be consummate story tellers, particularly in regards to litigation and trials. Since I work for a smaller company and already understand the basics like "networking is very important.In the same way for Wexler, at Schneider, the use of examples from his personal life in work is a key factor to operating as an effective leader. I also saw this as an opportunity to make a contribution to an issue that society was grappling with. Strong convictions based on personal experience; good, frequent communication, mostly through personal stories; a strong coherence between what they believe, what they actually do, and who they are. It could easily become a handy action-based job aid that ensures new leaders are taking the right steps in their first few months in their new role of leading people. To become a leader, you need to gain "outsight," or push yourself into new situations with new people.