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You aspire to lead with greater impact. The problem is you're busy executing on today's demands. 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. Herminia Ibarra—an expert on professional leadership and development and a renowned professor at INSEAD, a leading international business school—shows how managers and executives at all levels can step up to leadership by making small but crucial changes in their jobs, their networks, and themselves. In Act Like a Leader, Think Like a Leader, she offers advice to help you:
Redefine your job in order to make more strategic contributions
Diversify your network so that you connect to, and learn from, a bigger range of stakeholders
Become more playful with your self-concept, allowing your familiar—and possibly outdated—leadership style to evolve Ibarra turns the usual “think first and then act" philosophy on its head by arguing that doing these three things will help you learn through action and will increase what she calls your outsight—the valuable external perspective you gain from direct experiences and experimentation. As opposed to insight, outsight will then help change the way you think as a leader: about what kind of work is important; how you should invest your time; why and which relationships matter in informing and supporting your leadership; and, ultimately, who you want to become. Packed with self-assessments and practical advice to help define your most pressing leadership challenges, this book will help you devise a plan of action to become a better leader and move your career to the next level. It's time to learn by doing.
You aspire to lead with greater impact. The problem is you're busy executing on today's demands. 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. Herminia Ibarra—an expert on professional leadership and development and a renowned professor at INSEAD, a leading international business school—shows how managers and executives at all levels can step up to leadership by making small but crucial changes in their jobs, their networks, and themselves. In Act Like a Leader, Think Like a Leader, she offers advice to help you:
Redefine your job in order to make more strategic contributions
Diversify your network so that you connect to, and learn from, a bigger range of stakeholders
Become more playful with your self-concept, allowing your familiar—and possibly outdated—leadership style to evolve Ibarra turns the usual “think first and then act" philosophy on its head by arguing that doing these three things will help you learn through action and will increase what she calls your outsight—the valuable external perspective you gain from direct experiences and experimentation. As opposed to insight, outsight will then help change the way you think as a leader: about what kind of work is important; how you should invest your time; why and which relationships matter in informing and supporting your leadership; and, ultimately, who you want to become. Packed with self-assessments and practical advice to help define your most pressing leadership challenges, this book will help you devise a plan of action to become a better leader and move your career to the next level. It's time to learn by doing.
Due to publisher restrictions the library cannot purchase additional copies of this title, and we apologize if there is a long waiting list. Be sure to check for other copies, because there may be other editions available.
Due to publisher restrictions the library cannot purchase additional copies of this title, and we apologize if there is a long waiting list. Be sure to check for other copies, because there may be other editions available.
About the Author-
Herminia Ibarra is an expert on professional and leadership development. She is the Cora Chaired Professor of Leadership and Learning at INSEAD, the founding director of The Leadership Transition executive education program at INSEAD, and the author of Working Identity: Unconventional Strategies for Reinventing Your Career (Harvard Business Review Press, 2003).
Reviews-
April 1, 2015
Ibarra (Working Identity) outlines a path to successful leadership based on the idea that direct action changes the way people think. The author centers her book on the concept of outsight, the perspective created through networking and experimenting with different mindsets. The book is filled with case studies of managers who learned how to look beyond their job description and think about how their departments can work in relation to others as part of the top-level corporate strategy. Ibarra breaks down her path to leadership into three steps: redefining your job, reexamining your network, and reimagining yourself. The three chapters on this path provide valuable insight into how successful leaders view their role in the company and how they think about networking. Chapters include self-assessment exercises that help the reader find blind spots in their leadership skills. The book bridges the gap between Ken Blanchard and Spencer Johnson's The One Minute Manager and works such as James Kouzes and Barry Posner's The Leadership Challenge. VERDICT Offering important strategies for managers and executives who need some direction in advancing to the next level of leadership within their companies, this work is well recommended.--John Rodzvilla, Emerson Coll., Boston
Copyright 2015 Library Journal, LLC Used with permission.
Dan Moore, managing director, It's Nice That
"Such a clearly written and empowering book, that does so much more than the title suggests (which is quite a lot!) This book has really helped re-energise me as a person, as well as look at our agency and my role--now I focus on the business and not the work. I appreciate it's a bit out of place from the rest of the selection, so see it as an update on where we're at now as people and as a business. The music is still there, the art is still there, and the inspiration is still there."
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Harvard Business Review Press
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