Leadership

Act Like a Leader, Think Like a Leader

Act Like a Leader, Think Like a Leader

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  • Create Date：2021-04-27 07:52:42
  • Update Date：2025-09-06
  • Status：finish
  • Author：Herminia Ibarra
  • ISBN：1422184129
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Summary

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• Become more playful with your self-concept， allowing your familiar—and possibly outdated—leadership style to evolve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。

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Reviews

Bjorn Martensson ，

My summary: fake it til you make it。 The book also emphasizes the "outside view"， to not get stuck in daily routine and the thinking that surrounds you， but also get fresh perspectives。 Your millage with this book will probably vary with where you are in your career。 My summary: fake it til you make it。 The book also emphasizes the "outside view"， to not get stuck in daily routine and the thinking that surrounds you， but also get fresh perspectives。 Your millage with this book will probably vary with where you are in your career。 。。。more

Ricardo ，

It's interesting and good advice。 Bullet point book It's interesting and good advice。 Bullet point book 。。。more

Michael Kocz ，

Very insightful book。 Now that I've read it， I'm wondering how I might teach it to all my colleagues。 Very insightful book。 Now that I've read it， I'm wondering how I might teach it to all my colleagues。 。。。more

Klinta ，

I really enjoyed this book。 Some bits seemed to be expressed too quickly and I wished for the author to slow down and explain a bit more， but overall， I found this to be very useful and really a legitimate help to improve a career。 I don't know if I will end up using any of this， but I certainly at this point feel like I will revisit this book again some day。 The book was very simple and to the point without much babbling about， at least to me。 It was dry at times， but because the topic was so i I really enjoyed this book。 Some bits seemed to be expressed too quickly and I wished for the author to slow down and explain a bit more， but overall， I found this to be very useful and really a legitimate help to improve a career。 I don't know if I will end up using any of this， but I certainly at this point feel like I will revisit this book again some day。 The book was very simple and to the point without much babbling about， at least to me。 It was dry at times， but because the topic was so interesting， I stayed hooked。 。。。more

Phuongvu ，

Quyển này ko phải là một quyển lôi cuốn nhưng rõ ràng là một quyển nên đọc。3 điều rút ra sau khi đọc:1。 Hãy bước ra khỏi vùng an toàn của mình。 Dũng cảm và khác biệt nhé cô gái2。 Thay đổi ngoại quan bằng việc mở rộng mạng lưới。 Never eat lunch alone nhé cô gái。3。 Hãy hành động。 Chỉ có hành động。 Thử và sai。 Hành trình của sự trưởng thành。ACT LIKE LEADER， THINK LIKE LEADERHN， 20。01。2021

Josie Zhang ，

I like how the concept of outsight is explained。 It provides a theoretical foundation for bias towards action。

Sang Tran ，

- Cách duy nhất để trở thành nhà lãnh đạo và hành xử như nhà lãnh đạo: Hãy hành động！ Hành động trước， suy nghĩ sau。 Khi bạn chưa hành động， chưa là lãnh đạo thì bạn chưa có kinh nghiệm gì để ngẫm nghĩ。 Càng dành nhiều thời gian ngẫm nghĩ liệu mình có làm được hay không bạn càng không làm được gì， không mang lại kết quả gì cả。- Hành động sẽ mang ngoại quan đến cho bạn， những góc nhìn tươi mới và hướng ngoại。- Thay đổi cách bạn làm việc， xây dựng và tận dụng mạng lưới quan hệ- Tin tưởng và trao q - Cách duy nhất để trở thành nhà lãnh đạo và hành xử như nhà lãnh đạo: Hãy hành động！ Hành động trước， suy nghĩ sau。 Khi bạn chưa hành động， chưa là lãnh đạo thì bạn chưa có kinh nghiệm gì để ngẫm nghĩ。 Càng dành nhiều thời gian ngẫm nghĩ liệu mình có làm được hay không bạn càng không làm được gì， không mang lại kết quả gì cả。- Hành động sẽ mang ngoại quan đến cho bạn， những góc nhìn tươi mới và hướng ngoại。- Thay đổi cách bạn làm việc， xây dựng và tận dụng mạng lưới quan hệ- Tin tưởng và trao quyền nhiều hơn cho nhân viên cấp dưới để họ có thể chứng tỏ năng lực。 Lãnh đạo tốt dẫn dắt cả đội ngũ tiến bộ chứ không chỉ riêng bản thân mình。- Nhược điểm: Cách diễn giải và lấy ví dụ lan man， dài dòng 。。。more

Julius Schelstraete ，

This is a great guide for anyone starting their professional career in business as a young graduate。

Yacine Mahdid ，

This was a nice and simple book with a clear message。I liked that the book wasn't long， because at the end of the day everything needed to get started with a leadership transformation was distilled in the title。Yes， there was some minor details to discuss， but the main point was that one should act and not over-analyze when speaking about leadership。 There are lots of neat tips I will incorporate in my leadership transformation。 This was a nice and simple book with a clear message。I liked that the book wasn't long， because at the end of the day everything needed to get started with a leadership transformation was distilled in the title。Yes， there was some minor details to discuss， but the main point was that one should act and not over-analyze when speaking about leadership。 There are lots of neat tips I will incorporate in my leadership transformation。 。。。more

Ana Cristina Betán ，

“The paradox of change is that the only way to alter the way we think is by doing the very things our habitual thinking keeps us from doing。”A well known premise “take action” yet well structured and reflecting years of research and study cases。 The outsight principle core elements are deeply analyzed and exemplified in its intermediate chapters。 Ibarra’s advices are easily applicable and broaden the conception of leadership by relaxing the struggle accompanying stepping up process; shows a flex “The paradox of change is that the only way to alter the way we think is by doing the very things our habitual thinking keeps us from doing。”A well known premise “take action” yet well structured and reflecting years of research and study cases。 The outsight principle core elements are deeply analyzed and exemplified in its intermediate chapters。 Ibarra’s advices are easily applicable and broaden the conception of leadership by relaxing the struggle accompanying stepping up process; shows a flexible style that encourages exploration and exposure。 Despite the book is clearly written for managers， the scenarios presented help understanding the role of a leader， prevent from mistakes and show how it is possible to pursue a career with success。 。。。more

Ehsan Gazar ，

Wonderful book。 Very effective in approving your thoughts if you're already stepping up into a leadership role。The main message of this book is doing before thinking。 Start your change by modifying your outside， which in time will redefine you inside。 Wonderful book。 Very effective in approving your thoughts if you're already stepping up into a leadership role。The main message of this book is doing before thinking。 Start your change by modifying your outside， which in time will redefine you inside。 。。。more

Нестор ，

Шикарная книга。 Отбрасывает многие "классические" верования о том， что и кто есть лидер и создаёт как свою парадигму этого понятия， так и свой путь по его достижению。Во многих местах при чтении вас будет подбрасывать。 Не волнуйтесь - это автор вас толкает вперёд。Почти всё адекватно современной эпохе так как автор ссылается не только на свой способ прийти к лидерству， но и на и на путь многих наших современников。Очень много достойных рекомендаций и мыслей。 Прекрасное объяснение проблем в ряде кон Шикарная книга。 Отбрасывает многие "классические" верования о том， что и кто есть лидер и создаёт как свою парадигму этого понятия， так и свой путь по его достижению。Во многих местах при чтении вас будет подбрасывать。 Не волнуйтесь - это автор вас толкает вперёд。Почти всё адекватно современной эпохе так как автор ссылается не только на свой способ прийти к лидерству， но и на и на путь многих наших современников。Очень много достойных рекомендаций и мыслей。 Прекрасное объяснение проблем в ряде концепций， например， в постановке целей по SMART。Беру этого автора на заметку и постараюсь почитать и другие её работы。 。。。more

Jiaojiao Wang ，

Good insights and tips on how to network effectively， and build effective work relationships。

Tannd ，

This review has been hidden because it contains spoilers。 To view it， click here。 Đánh giá: SHOULD-READBản thân tôi hiện tại không theo đuổi con đưởng trở thành một lãnh đạo， vì vậy rất khó để tôi có thể thấu hiểu được những giá trị mà tác giả muốn gửi đến。 Tuy nhiên， những giá trị cốt lõi của quyển sách được tác giả viết rất tốt， rất tinh tế， bất cứ ai cũng có thể đọc và hiểu được。Ý tưởng cốt lõi của quyển sách là Quy tắc "ngoại quan": muốn suy nghĩ như một lãnh đạo thì đầu tiên hãy hành xử như một lãnh đạo， trái ngược với cách chúng ta thường làm: thay đổi suy nghĩ rồi mới Đánh giá: SHOULD-READBản thân tôi hiện tại không theo đuổi con đưởng trở thành một lãnh đạo， vì vậy rất khó để tôi có thể thấu hiểu được những giá trị mà tác giả muốn gửi đến。 Tuy nhiên， những giá trị cốt lõi của quyển sách được tác giả viết rất tốt， rất tinh tế， bất cứ ai cũng có thể đọc và hiểu được。Ý tưởng cốt lõi của quyển sách là Quy tắc "ngoại quan": muốn suy nghĩ như một lãnh đạo thì đầu tiên hãy hành xử như một lãnh đạo， trái ngược với cách chúng ta thường làm: thay đổi suy nghĩ rồi mới thay đổi hành động。 Và đây thật sự là một ý tưởng mới lạ và ý nghĩa。 。。。more

Raegan Cardwell ，

I almost didn’t finish this one， which is unfortunate because I think it includes some good take-aways for those stepping into a leadership role or trying to transform their existing role。 The writing was a bit dry and I had a hard time engaging with it。 There were also quite a few anecdotes that were brought up in earlier chapters and referenced later， but were not distinct enough to be effective。

Everett Shupe ，

Must read for people who want to get to the next level in their leadership。 Herminia Ibarra is able to distill "identity" issues into an understandable format。 Must read for people who want to get to the next level in their leadership。 Herminia Ibarra is able to distill "identity" issues into an understandable format。 。。。more

Adam D ，

had some useful points on how to think about moving towards leadership and the many shifts in mindset and actions it will take， but not the easiest to get through book and fairly dense material on the whole for something that could have really clarified the ideas in a more concise manner。

Bryan ，

Get out and take action。 Knowledge only gets you so far。 Changing yourself is not just about introspection but also looking outside yourself。

Leonardo Longo ，

This review has been hidden because it contains spoilers。 To view it， click here。 The author has an interesting approach that introspection and self-analysis can only take us so far。 On the contrary， leaders ought to seek out new knowledge， experiences and networks in order to both grow as a leader and act as a better， more effective type of leader。With clear actions to be done on how to redefine your job， redefine your network and redefine your self， the author transforms her vast research and teaching learnings into a practical book on how to improve leadership skills。

Angela O'Meara ，

Exceptional leadership growth insightsIlluminating insights for leaders shifting to new， broader demands associated with stepping up to leadership roles involving responsibilities exceeding technical problem solving。

Pooja Gajipara ，

⁣I have very mixed views about this book。 But I would like to segment them in terms of content and quality。 ⁣⁣The content of the book is very apt for its genre and have some extremely good points on how to tackle most pressing leadership challenges。 Quality on the other hand， has burnt away the impact。 Both summing up to provide not much of a value to the reader。 ⁣⁣The points made in the book were valid， but there were too many small anecdotes and the sidebar stories were told in a choppy and di ⁣I have very mixed views about this book。 But I would like to segment them in terms of content and quality。 ⁣⁣The content of the book is very apt for its genre and have some extremely good points on how to tackle most pressing leadership challenges。 Quality on the other hand， has burnt away the impact。 Both summing up to provide not much of a value to the reader。 ⁣⁣The points made in the book were valid， but there were too many small anecdotes and the sidebar stories were told in a choppy and distorting manner。 The message of the whole book is kind of summed up in its name- In order to climb up at a leadership role in professional world， you must first act like a leader and then you think like a leader。 In short， you learn more by doing than by thinking about something。 I felt the book could have been a very good essay。 It was simply stretched to a book with repetition of few good points。 ⁣⁣|⭐️⭐️。5/5|⁣⁣Favorite quotes from the book- “𝘐𝘵’𝘴 𝘢𝘭𝘭 𝘵𝘰𝘰 𝘦𝘢𝘴𝘺 𝘵𝘰 𝘧𝘢𝘭𝘭 𝘩𝘰𝘴𝘵𝘢𝘨𝘦 𝘵𝘰 𝘵𝘩𝘦 𝘶𝘳𝘨𝘦𝘯𝘵 𝘰𝘷𝘦𝘳 𝘵𝘩𝘦 𝘪𝘮𝘱𝘰𝘳𝘵𝘢𝘯𝘵。”⁣ 。。。more

Ron ，

I'm not sure I agree with everything， but I think I will need to re-read this。 There were some really great ideas and concepts in here that are rather refreshing for a book on leadership。 Certainly not run of the mill。 I'm not sure I agree with everything， but I think I will need to re-read this。 There were some really great ideas and concepts in here that are rather refreshing for a book on leadership。 Certainly not run of the mill。 。。。more

Heidi ，

Another book I read for my graduate program。。。 It's an easy read， and Ibarra has some good， concrete suggestions on how to network， "try on different roles，" and shadow our heroes/people whose leadership we admire。 Another book I read for my graduate program。。。 It's an easy read， and Ibarra has some good， concrete suggestions on how to network， "try on different roles，" and shadow our heroes/people whose leadership we admire。 。。。more

Tom ，

Excellent content， annoying writing style and organization。 The section on networking is particularly helpful。

Bridget Lawson ，

Good content。 Verbose and overly complex writing。

Ed Rogers ，

Ibarra offers several nuggets of wisdom useful for understanding leadership at a deeper more personal level。 However， I found myself uncomfortable with the premise that action comes before thinking and understanding in leadership。 Approaching leadership from a belief system anchored in the Christian faith I believe there are absolutes to our leadership that supersede our experience。 This is probably what led me to internally argue with several main points of the work。

Larry Sun ，

Excellent book for how to evolve one's leader in a world of constant changes。 The why's and the stories make the book relatable in way that I'd say "yeah， I've been there。" Excellent book for how to evolve one's leader in a world of constant changes。 The why's and the stories make the book relatable in way that I'd say "yeah， I've been there。" 。。。more

Paul Dylan ，

This review has been hidden because it contains spoilers。 To view it， click here。 Herminia Ibarra introduces a word called "outsight"。 It is built on the premise that learning and change rarely come from the inside out， but rather from the outside in。 Her research debunks the pop-philosophy "I think， therefore I am" （from a misquoted Descartes）。 It is better than your average self-help book， as Ibarra has some data to back her assertions。 To sum it up: to be a better leader， do something new about your situation， and let the thoughts come later。 There are certain concepts tha Herminia Ibarra introduces a word called "outsight"。 It is built on the premise that learning and change rarely come from the inside out， but rather from the outside in。 Her research debunks the pop-philosophy "I think， therefore I am" （from a misquoted Descartes）。 It is better than your average self-help book， as Ibarra has some data to back her assertions。 To sum it up: to be a better leader， do something new about your situation， and let the thoughts come later。 There are certain concepts that I feel I've always known， but now they are put into words。 For example， the "competency trap"。 We can get caught up in something we good at， so much so that we ignore all other weaknesses that might one day come back to bite us。 She also offers some actionable tips。 This is what I interpreted from them:1。 Develop situational sensors- Don't just stick to your desk。 Try and develop a feel for your industry and what might affect it。 What are the push and pull factors？ How does labour work？ I agree that this is important， as a simple insight into this might help you plan to save your job。2。 Get experience across business lines- This is more like an extension from developing situational sensors。 Ibarra suggested that certain roles like being the PA to a CEO enables one to see the big picture of how decisions and made in a company and how things are run。3。 Create visibility & enrich perspectives via extracurricular activities- Join professional bodies: Show up， then speak。4。 Learn to communicate really， really well。- Try and communicate the boring stuff with stories。 Structure them with a beginning， middle， and end。- I took this as to learn how to present very well to stakeholders， such as improving Powerpoint skills to a level suitable for presenting a recommendation to the BOD。 Also， to be ever ready with elevator pitches。5。 Cut some slack into your schedule。- This was very interesting for me。 The average CEO reads 50 books a year。 I have a brother who reads a lot， and he only gets past 30 each year。 Does a Fortune 500 CEO have 60% more time？ - I think the main point is to allow time for exploration。 Once you're crowded with operational tasks， you will be too overloaded to have time for strategy - or even look out for your own career。 Apparently， operational excellence does not make people want to promote you。 。。。more

Chris Weatherburn ，

Great book about leadership， one of the most important points is making time to change and develop yourself from outwith。 This is different from introspective change， instead get inspired by experiencing new things， being aware of external things will help you develop。Prevent being bogged down with the operation of day job and have time for some strategic oversight。 Put yourself out there in positions of discomfort that will allow you to thrive。 If you continue to do your same operational job on Great book about leadership， one of the most important points is making time to change and develop yourself from outwith。 This is different from introspective change， instead get inspired by experiencing new things， being aware of external things will help you develop。Prevent being bogged down with the operation of day job and have time for some strategic oversight。 Put yourself out there in positions of discomfort that will allow you to thrive。 If you continue to do your same operational job on competencies that were obtained several years ago you will not develop the necessary leadership skills for future projects。 Even keeping the same role will be challenging as jobs always have changing responsibilities， so keep developing or you will be left behind。 Contains one of the best explanations of the difference between management and leadership that I have ever found: "Management entails doing today’s work as efficiently and competently as possible within established goals， procedures， and organizational structures。 Leadership， in contrast， is aimed at creating change in what we do and how we do it， which is why leadership requires working outside established goals， procedures， and structures and explaining to others why it’s important to change"Best leaders work as a bridge between their team and others outside the team。 It is important not to spend all your time with internal team work。 Outlines the importance of networking。 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。 One of the interesting things this book outlines about your network is that it is typically with people who are in the same line of work as you。 Instead aim to know people from all lines of work。 Actively meeting people from different types of work and disciplines allows you to understand new concepts and ideas that may provide valuable insights into your own discipline。Details the stepping up process。 Leadership is a gradual thing， you'll often not know the end goal of results when you at first try them。 Have the attitude like an actor in which you are trying different things to find what you believe suits you well。 Some people struggle with this is they think that they're not being authentic but this is just a practical learning way。 Hence the title of the book。 Realise that you may not know the end goal of you evolving in your leadership journey。 Be aware others around you are not learning the same things as you are so they may not support the new leader you are becoming and they may want to treat you like the old you。 。。。more

Muhammad Abrar ，

A very interesting read。 Herminia Ibarra developed the book out of "The Leadership Transition"， a course she taught at INSEAD for over a decade。The crux of the book lies in the concept what the author terms as "outsight" i。e。 to develop your leadership skills by acting such as working on challenging and different kinds of assignments， interacting with broad， diverse and dynamic group of people， and playing with your self identity。 The author believes， rather than thinking and then acting， leader A very interesting read。 Herminia Ibarra developed the book out of "The Leadership Transition"， a course she taught at INSEAD for over a decade。The crux of the book lies in the concept what the author terms as "outsight" i。e。 to develop your leadership skills by acting such as working on challenging and different kinds of assignments， interacting with broad， diverse and dynamic group of people， and playing with your self identity。 The author believes， rather than thinking and then acting， leadership is developed when we take action first and then reflect i。e。 coming from outside in。Three important sources to develop outsight are identified: 1） Redefine your job 2） Redefine your network 3） Redefine your self。1） Redefine your job- we need to avoid competency traps， in which we focus and do more of what we do well （thus， missing the opportunity to learn diverse subjects）- Maslow's hierarchy of needs was beautifully converted into Jeff's hierarchy of needs with solving problems even before physiological needs！- the real work of leadership was explained in terms of 4 concepts i。e。 bridging （as contrasted to acting as hub） across diverse people and groups; envisioning new possibilities （the vision thing）; engaging people in the change process; and embodying the change。- a beautiful concept of "making your job a platform" was covered， which included 5 elements of developing situation sensor for big picture; getting involved in projects outside core function; participating in extra-curricular activities; the personal why; and creating slack in schedule。2） Redefine your network- an interesting idea of narcissistic principle （and lazy principle） of relationship formation was discussed， which states the tragic state of networking in which people generally form relationship based on personality similarity or physical proximity rather than based on strategic or mutually developmental relations。- uninformed mind-sets that create network traps was a good idea as well。- it was interesting to read 3 types of network i。e。 operational， personal and strategic networks。 Interestingly， mostly people form operational networks whereas most value comes from personal and strategic networks。- 3 things about network that create real difference are BCDs i。e。 breadth， connectivity （degree of separation and "network density" are very good ideas）， and dynamism （in a dynamic environment， a dynamic network is the need of the hour）。- good to see wrongs in a network: birds of a feather， network lag， echo chamber， pigeonholing- the role of "reference groups" cannot be over emphasized; an apt example of Alcoholic Anonymous was given， suggesting "change does not take as much willpower as it takes fellowship！"3） Redefine yourself- chameleons vs true to selfers， a very good comparison and contrast。- the most important part was how the dilemma of authenticity was discussed in 4 different ways: a） "being true to oneself"。。。。。but a man has as many selves as the roles he takes on， the hats he wears; also， what about your current self and the future self you would like to be。。。which one？b） "coherence between feeling and saying or doing"。。。。。what about the new role you take; should you express each doubt explicitly， or manage and "fake it till you become it"c） "being true to one's values and purpose"。。。。。。。。。。。。here there is room for flexibility， as one can have the values of adaptability and flexibility; introverts can and do become extroverts if need be to achieve an objective。d） 4th dilemma is bit tricky; how we can be authentic， as we are not full in control of our identities; our identities depend on how others see us。- stretching beyond your current concept is a great idea with 3 simple steps: a） steal like an artist （remember the adage that if you steal from one source， it is called plagiarisation。。but if you steel from multiple sources （and blend it artistically， of course）， it is called research！） b）shift from performance focus to learning orientation c） iterate， revise， evolve your story （be like water as Bruce Lee put it nicely）。Lastly， an informative concept of 4 states of exploration and commitment in managing transitions was explored in a 2 dimensional table with exploration （present vs absent） on the one hand and commitment （present vs absent） on the other hand; 4 states named as foreclosure; moratorium; diffusion; achievement。In a nutshell， many a great concepts are discussed in the book， which can greatly help a leader during transition。On the flip side， the author seems a bit more skewed towards action than introspection， emerging by trial and error than planning。 Moreover， I feel the book was bit short; I wish it were bigger。All in all， it is a great read。 I would definitely recommend it。 。。。more

Reference

google book https://www.google.com/search?tbm=bks&q=Act Like a Leader, Think Like a Leader

hathitrust digital library https://babel.hathitrust.org/cgi/ls?q1=Act Like a Leader, Think Like a Leader&field1=ocr&a=srchls&ft=ft&lmt=ft

The British Library https://bll01.primo.exlibrisgroup.com/discovery/search?query=any,contains,Act Like a Leader, Think Like a Leader&tab=LibraryCatalog&search_scope=Not_BL_Suppress&vid=44BL_INST:BLL01&lang=en&offset=0