By Herminia Ibarra
Redefine your task as a way to make extra strategic contributions
Diversify your community so you connect with, and examine from, a much bigger variety of stakeholders
turn into extra playful along with your self-concept, permitting your familiarand in all probability outdatedleadership kind to evolve
Ibarra turns the standard think first and then act” philosophy on its head by way of arguing that doing those 3 issues can assist you study via motion and should raise what she calls your outsightthe beneficial exterior point of view you achieve from direct studies and experimentation. instead of perception, outsight will then aid switch how you imagine as a pacesetter: approximately what sort of paintings is necessary; the way you may still make investments it slow; why and which relationships subject in informing and helping your management; and, finally, who you need to become.
Packed with self-assessments and useful suggestion to aid outline your so much urgent management demanding situations, this booklet may also help you devise a course of action to develop into a greater chief and movement your occupation to the following point. It’s time to benefit through doing.
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Extra resources for Act Like a Leader, Think Like a Leader
Judgments now hinge on our personal connection to the leader: “Did I like him? Was he approachable or distant? Did he seem genuine, authentic? Was he listening to the audience, engaging them? Would I want to work with him? ” Of course, the aha moment is when they realize that others react to them as leaders in the same visceral way. Your subordinates, peers, and bosses will decide whether your process is fair, whether you have the best interests of the organization in mind (as opposed to simply working to further your career), and whether you actually walk the talk.
His third assignment, in Indonesia, looked like more of the same, albeit at a larger scale and scope. After two years of implementing what everyone regarded as a successful turnaround strategy, Jeff was sure that his results had put him squarely in the running for senior management. But no new assignment was in sight, and a poor performance review hinted that Jeff’s bosses were starting to expect something else from him. What was going on? All the indicators left them doubtful. Rajiv was the only person in the operation with the technological expertise required to develop and implement the company’s new digital strategy in its local market.
He became more curious about what other groups in his company were doing, started to ask different questions, became more confident about making suggestions, and reallocated the way he was spending his time to make room for the increasing scope of his external interests. The shift was noticeable to everyone around him, and with time, his boss and peers also came to value Robert’s perspective. No amount of introspection about his strengths and preferences could have given Robert the outsight he gained, thanks to his relationships with Thomas.
Act Like a Leader, Think Like a Leader by Herminia Ibarra