Ibarra Herminia Act Like a Leader Think Like a Leader Harvard Business Review Press 2015
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True enough those insights help me and my team reach our objectives and thereby contribute
Few years ago when I started to atomic number 82 a squad of customer service representatives I was determined to be a good leader for my agents. I started preparing myself past doing my own research on how slap-up leaders lead, communicate, and inspire their followers. I read books, articles, and took courses on direction and leadership continuously. I told myself that I had picked up great insights and I am ready to go.True enough those insights help me and my team achieve our objectives and thereby contribute in 1 way and another to the success of our program. Nevertheless, when things gotten tough that's when I feel that the insights I learned, though very helpful, are not plenty. My personal leadership feel helped me to "feel" what leadership is in action as opposed to "knowing" what leadership is based on my readings.
Herminia Ibarra's book Act Like A Leader, Think Like A Leader told me that doing the acts of leadership will eventually pb to me call back like a leader. I subscribed to this idea since I experienced information technology myself when I failed to communicate properly with my team. I knew the importance of communication equally well as how to do information technology. Yet, when things became tough and stressful, my negative emotions has gotten over me. All my noesis were thrown out of the window, and I started to human activity less than my platonic self. As a result, my squad was pretty shaken and functioning started to dwindle. That was the bespeak, when I started to reverberate on what happen and all my knowledge came to the rescue but after the tempest.
This book also discusses what are the things one has to practice to step upwards to leadership. Herminia guided me on how to navigate the nuances of getting new experiences and exploring the possibilities of working on extracurricular activities that will help not only learning new things but also getting new contacts.
Since sometimes I feel that embarking on a new journeying and practicing new behavior feels similar "fake", Herminia dedicated a specific affiliate in dealing with this feeling of non being accurate.
There are many things you tin learn in this book aside from those I take mentioned. The author also shared her experiences as she goes through the lessons in every chapter.
For the person reading this review correct now, if you want to become a good leader start focusing on taking actions now. If yous don't know how, I recommend this book to yous.
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The book was very simple and to the point without much babbling about, at least to me. It was dry out at times, merely considering the topic was then i
I really enjoyed this volume. Some bits seemed to exist expressed likewise quickly and I wished for the author to slow downwards and explain a bit more, simply overall, I institute this to be very useful and actually a legitimate help to improve a career. I don't know if I will end up using whatever of this, merely I certainly at this point experience like I will revisit this book again some twenty-four hour period.The book was very simple and to the betoken without much babbling most, at least to me. It was dry at times, simply considering the topic was so interesting, I stayed hooked.
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The book targets "leaders in making" and focuses on this *process* of making -- instead of listing "20 fundamental leadership traits" like hundreds of books on the market. In that sense, it is heretic: it argues against SMART goals and articulate objectives and paints the leadership process as an emergent try in which goals are shaped by an iterative piece of work on i self. Information technology draws fr
What a fantastic book! Information technology combines a elementary yet powerful writing, solid academic enquiry and insights from leadership exercise.The volume targets "leaders in making" and focuses on this *process* of making -- instead of list "20 key leadership traits" like hundreds of books on the market. In that sense, it is heretic: it argues against SMART goals and clear objectives and paints the leadership process as an emergent effort in which goals are shaped past an iterative work on one cocky. Information technology draws from Steve Jobsian line of idea of "connecting the dots afterwards" and calls for playful human relationship with ourselves in order to experiment with different roles and engage in deep learning and reflection.
The book calls for small steps and organized religion in the process instead of proclaiming to atomic number 82 united states to an illusionary perfect leadership model. Information technology injects elements of artistry, encouraging us to "steal" from our role models and creatively combine various personality traits in order to develop our own identity.
Ibarra writes in a simple style (sometimes it reads like blog entries from one of those productivity sites), yet she complements her writing style with a strong research and an intuitive and businesslike conceptual framework, which makes this book very applied.
Highly recommended for seasoned and young leaders, equally well as for those at the starting time of their career.
Despite the volume covering a lot of interesting topics, it is a chip of a irksome burner and it is unclear whether today's busy executive – those who need this the most – will have the time or inclination to fight their way through it. That would exist a shame. Publicity m
What is leadership? What is management? Why practice many people mix these terms upwards? Why are then many and then-called leaders or managers stuck in a time warp? The answers to these questions and more too are woven together in this compact book.Despite the book covering a lot of interesting topics, it is a flake of a tiresome burner and it is unclear whether today's busy executive – those who need this the most – will have the fourth dimension or inclination to fight their way through it. That would be a shame. Publicity material for the book notes that and so many remain stuck in outdated mind-sets and modes of operating, fifty-fifty after others recognize the need for alter. Modern-solar day leaders need to acquire to pin even when there are no obvious signals guiding their fashion and this book modestly propose that it can help!
Certainly sometime views such as securely reflecting on i'due south strengths and weaknesses are thrown to the wayside, as the writer notes: "Most traditional leadership training or coaching aims to change the fashion you retrieve, request you to reflect on who you are and who y'all'd similar to become. Indeed, introspection and self-reflection have become the holy grail of leadership development. Increment your self-awareness beginning. Know who you are. Define your leadership purpose and authentic self, and these insights volition guide your leadership journey. There is an entire leadership cottage industry based on this idea, with thousands of books, programmes, and courses designed to help you find your leadership fashion, be an accurate leader, and play from your leadership strengths while working on your weaknesses." Yet the author is non and then impressed, adding: "If y'all've tried these sorts of methods, then you know just how limited they are. They tin greatly help you identify your current strengths and leadership way. But (…) your current mode of thinking about your chore and yourself is exactly what'southward keeping you from stepping up. Yous'll need to change your heed-set, and in that location's only one way to practise that: by acting differently."
Y'all might need to force yourself to read this book, assimilate its contents and act upon its recommendations. It could have done with being just a little more accessible though!
The communication given is quite revolutionary and certainly evolutionary. Change for necessity rather than change's sake. You might need to swim confronting the stream for a while, cutting out unnecessary meetings, email exchanges, travel and the whole corporate BS. Break out of the rigid, inflexible confines that act against you and your company's interests.
After reading this volume, perchance you won't look at direction and leadership in the same calorie-free again. Mayhap you will even take the lead, manage yourself and manage your co-workers accordingly.
Act Similar a Leader, Recall Like a Leader, written by Herminia Ibarra and published by Harvard Business Review Press. ISBN 9781422184127, 200 pages. YYYY
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The audiobook version may be a star lower than the hard copy or kindle version. The voice and inflection of the narrator play
The information provided in this volume is high quality. This volume may be an incredibly useful volume for me and for others when it comes to the information provided. The publisher of the volume is Harvard and Herminia Ibarra conspicuously knows what she is talking about. The problem is that the cloth is presented in such a dry manner. The saving grace is that the book isn't long.The audiobook version may be a star lower than the hard re-create or kindle version. The phonation and inflection of the narrator play like a lullaby sometimes and may put yous to sleep.
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My favourite part is chapter 4 where it helps you lot understand your new possible personalities and how to tackle the imposter feelings you go while exploring new parts of yourself.
The practical steps and evaluations are also like shooting fish in a barrel to follow and very useful.
Awesome book. Very helpful in validating your thinking if y'all're already stepping up into a leadership role, or to gear up your expectations for the journey to becoming a leader.My favourite office is chapter 4 where it helps you understand your new possible personalities and how to tackle the imposter feelings y'all become while exploring new parts of yourself.
The applied steps and evaluations are also easy to follow and very useful.
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Prevent beingness bogged down with the functioning of day chore and accept fourth dimension for some strategic oversight. Put yourself out there in positions of discomfort that will permit you to thrive. If you keep to do your same operational job on Corking book about leadership, one of the most of import points is making time to change and develop yourself from outwith. This is different from introspective modify, instead become inspired past experiencing new things, being aware of external things will help you lot develop.
Prevent existence bogged downward with the operation of twenty-four hour period job and have time for some strategic oversight. Put yourself out in that location in positions of discomfort that volition allow you to thrive. If y'all continue to do your same operational chore on competencies that were obtained several years ago you will non develop the necessary leadership skills for future projects. Even keeping the aforementioned role volition be challenging as jobs always have irresolute responsibilities, and so keep developing or you will exist left behind.
Contains one of the best explanations of the divergence between management and leadership that I have ever establish: "Management entails doing today'due south 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 practise and how we practise it, which is why leadership requires working outside established goals, procedures, and structures and explaining to others why it'due south of import to change"
Best leaders work equally a bridge between their squad and others outside the team. It is important non to spend all your time with internal team work.
Outlines the importance of networking. Rather than doing networking when you desire a new job, network prior to this, attain a network by trying to build personal relationships with people. One of the interesting things this book outlines about your network is that information technology is typically with people who are in the aforementioned line of work every bit you. Instead aim to know people from all lines of piece of work. Actively coming together people from different types of piece of work and disciplines allows you to understand new concepts and ideas that may provide valuable insights into your own discipline.
Details the stepping upwards process. Leadership is a gradual thing, you'll oft not know the cease goal of results when yous at first attempt them. Have the attitude like an actor in which you are trying unlike things to discover what you believe suits y'all well. Some people struggle with this is they call up that they're not being accurate only this is just a applied learning fashion. Hence the title of the volume.
Realise that y'all may non know the terminate goal of y'all evolving in your leadership journey. Exist enlightened others around you are not learning the same things as yous are so they may not support the new leader you lot are becoming and they may want to treat you like the quondam you.
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There are several self-tests and presentations of dissimilar types of network relationships, plenty for the reader to conduct "a network inspect" to realize the structure and quality of one's business organisation and other professional networks. "Fortune favors the connected heed" is a main message through
The book presents science-based managerial communication on the importance of networking, how to be an effective leader, and how to make sure your network facilitates your evolution every bit a leader and a professional.In that location are several self-tests and presentations of different types of network relationships, enough for the reader to conduct "a network audit" to realize the structure and quality of one's business and other professional networks. "Fortune favors the connected heed" is a main message throughout the book.
Where the structure falls a fleck is towards the end, when the pros of networking, trying to change ane's core identity and values based on the type of consequence and people one is encountering, are outlined; what the author terms "chameleon" just looks like a bona fide description of a sociopath to me. Should you strive to be a "chameleon"? The volume makes this claim and criticized authenticity as a concept. With a scientific background, it is piece of cake to discover that, while the network structure role in the book is scientifically sound, this latter function lacks rigor. In that, the book could have been cut in one-half; a expert scientific one on networking, and an iffy one on trying to fit in as a "chameleon".
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As much as this book is nearly transitioning to leadership, this is also a book about changing mindsets and how to do it pace by footstep. Exam
A founder to a commencement-up company recommended this book to me during one of our conversations. Subsequently reading this, I wish I had this book during my transition into the current role. This is a very well researched, inspiring book both for those who is newly promoted for a larger management role/ looking for a change/ needed a alter afterward hit a drinking glass ceiling.Every bit much as this book is about transitioning to leadership, this is also a book almost changing mindsets and how to practice information technology step past step. Examples quoted within are very practical and if y'all lived the corporate life earlier, I'm sure they'll strike a resonance. I notice it especially true that most books or people, when advising near transition into leadership - will always tell y'all to plan big, establish vision etc. Not that these are non of import, just often as you transition, develop and evolve as a person or in your direction manner, your gear up of vision or priorities may require course correction. Then simply what used to be important may, at different stages of our life, modify form as well. I'll recommend this for anyone who wanted some inspiration and looking at management/ leadership in a different lens.
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Recommended for those who want to understand the fundamental illusion - and
This is a refreshing volume on leadership. Most theories of leadership offering the virtually basic - and disappointing - strategies for 'reflection' and 'networking.' What makes this book interesting, peculiarly for only-emerging managers, is that information technology dismisses 'authenticity.' There is no single fashion to claim an identity in and for management. Peculiarly for women, there are embodied normalities than hamper growth and promotion.Recommended for those who want to understand the fundamental illusion - and mirage - of leadership.
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Primal points
1. Leaders envision alter and demand to bridge diverse groups to solicit/engage people to make the changes.
Alter = idea + process + you
Int
Primal points
ane. Leaders envision change and need to bridge diverse groups to solicit/engage people to make the changes.
Change = idea + procedure + you lot
Interestingly you and the process is more than of import in order to get people to prefer the change
How to envision any change start by
ane. Redefine your work
- we have a tendency to focus in our core squad and work areAs
- look to change your piece of work past getting involve in areas outside your normal piece of work
2. Redefine your relationships
- importance of networking and getting to know people outside your unit /organisation/ functionality to connect the dots and ideas
- concept of organisation, personal and strategic networks
3. Redefine your self
- I dearest the quote from Bruce Lee " Exist like h2o" to remain fluid and evolve in our personal styles
- Reminder to set learning goals and experiment with what works
In closing the summary of the process/cycle of stepping upwardly was quite motivating for me as information technology paints that the road to any desired outcome is never linear but has peaks and valleys but with each small step we are inching frontward to growth and transformation
...more Some practiced takeaways:
* To go a leader, y'all need to gain "outsight," or push yourself into new situations with new people. This leads to external perspective. Augment the scope of your task: Go involved in projects outside your area, participate in extracurricular activities, communicate your personal "why," and create slack in your schedule. Empathise the bigger context in which you lot operate.
* When you play a "bridge role," you link you A worthwhile read, although a little dry out and technical.
Some skillful takeaways:
* To get a leader, you need to proceeds "outsight," or push button yourself into new situations with new people. This leads to external perspective. Augment the scope of your job: Get involved in projects exterior your area, participate in extracurricular activities, communicate your personal "why," and create slack in your schedule. Empathise the bigger context in which you operate.
* When you play a "span role," you link your team to the rest of the relevant earth. You lot align team goals with organizational priorities, funnel disquisitional data and resource into the squad to ensure progress toward goals, get support of key allies outside the team, enhance external visibility and reputation of the squad, and get recognition for practiced performers and place them in great next assignments.
* What do charismatic leaders have in common? Strong convictions based on personal feel; expert, frequent communication, more often than not through personal stories; a strong coherence between what they believe, what they really exercise, and who they are.
* From the CEO of The Weather condition Channel: "A leader has to sympathize the world. You have to be far more than external, more than cosmopolitan, have a more than global view than always before, to define your company's place in that, its purpose and value." ...more
The main bulletin of this book is doing before thinking. Start your change by modifying your outside, which in time will redefine yous inside.
The author goes through a series of steps on how to outset interim equally a leader, describing key activities like studying and imitating role models, agreement and learning from your experiences, increasing your 3 networks (personal, operational and strategic), participating on extracurricular activit
Smashing and fast read on stepping up to leadership roles!The main bulletin of this book is doing before thinking. Start your alter by modifying your outside, which in fourth dimension will redefine you within.
The writer goes through a series of steps on how to kickoff acting as a leader, describing key activities like studying and imitating role models, understanding and learning from your experiences, increasing your three networks (personal, operational and strategic), participating on extracurricular activities, and putting yourself on uncomfortable situations. Some of these activities may brand y'all feel non-accurate or "faux", a topic that is touched in depth by the writer past analyzing the Actuality Traps.
The book closes with an interesting discussion about the difficulties and the steps of internal and external transition process (east.g. a personal re-evaluation, or a job alter respectively). And how these transitions/experiences will go the lifeblood of your leadership skills.
I fully recommend this book for anyone that is set up to pace-up. It is a fast, entertaining and very informative read, which volition requite you lot expert tools to move forward.
...more Some of the about important learnings/topics in the book:
- Larn by doing, called the Outsight Principle hither.
- Expectation towards yous will change, and then doing the same things merely won't cut it. "When the rate of change exterior
Some of the most important learnings/topics in the book:
- Learn by doing, chosen the Outsight Principle here.
- Expectation towards you will alter, then doing the aforementioned things simply won't cut it. "When the rate of change exterior exceeds the rate of change inside, the cease is in sight."
- Difference betwixt managers and leaders.
- Irresolute role and thinking is hard, aka competency traps explained.
- Networking volition need an endeavor and witting decisions, otherwise you will end up talking with people who are physically shut and have a similar mindset.
- Chameleon type people can play with their styles, habits and behaviour easily. True-to-Selfer type see this as an insult to their authenticity, making them feel fake, which holds them dorsum from improving.
- At that place are cultures where people are taught: "The loudest duck gets shot".
I have very mixed views well-nigh this book. Just 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 virtually pressing leadership challenges. Quality on the other hand, has burnt away the bear upon. Both summing up to provide not much of a value to the reader.
The points made in the book were valid, simply there were too many small anecdotes and the sidebar stories were told in a choppy and di
I have very mixed views nigh 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 skilful points on how to tackle most pressing leadership challenges. Quality on the other hand, has burnt abroad the impact. Both summing up to provide not much of a value to the reader.
The points made in the volume were valid, simply at that place were too many minor anecdotes and the sidebar stories were told in a inclement and distorting manner. The bulletin of the whole volume is kind of summed up in its proper noun- In order to climb up at a leadership role in professional world, you must get-go deed like a leader then you recollect like a leader. In brusque, you learn more by doing than past 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 skillful points.
|⭐️⭐️.5/v|
Favorite quotes from the book- "𝘐𝘵'𝘴 𝘢𝘭𝘭 𝘵𝘰𝘰 𝘦𝘢𝘴𝘺 𝘵𝘰 𝘧𝘢𝘭𝘭 𝘩𝘰𝘴𝘵𝘢𝘨𝘦 𝘵𝘰 𝘵𝘩𝘦 𝘶𝘳𝘨𝘦𝘯𝘵 𝘰𝘷𝘦𝘳 𝘵𝘩𝘦 𝘪𝘮𝘱𝘰𝘳𝘵𝘢𝘯𝘵." ...more than
In that location's zero particularly earth-shattering in this book.
The author makes the claim that to change your thinking, you need to change your actions. That thinking is useless. I'm non completely sold on that bespeak. At i point she makes the case that acting more confident and outgoing can crusade you to go more confident. Ok, I'll purchase that
This book isn't necessarily about leadership. It's advice for managed and junior executives at large companies who are interested in advancing their careers.There'due south nothing particularly earth-shattering in this volume.
The writer makes the claim that to change your thinking, you need to modify your actions. That thinking is useless. I'one thousand not completely sold on that indicate. At 1 point she makes the case that acting more confident and approachable tin cause y'all to become more than confident. Ok, I'll purchase that.
Some of the writer's communication:
- spend more time working, but specifically on tasks to advance your career
- avoid micromanagement
- aggressively network for your career, but outside the groups you unremarkably recollect of. Consider other teams, departments, companies or industries
- attempt not merely to attend conferences or networking events, but to actively participate - ideally by presenting
- improve your public speaking skills, especially storytelling
My notes:
- To pace up to leadership, you have to learn to think like a leader.
- The way y'all call back is a production of your past experience. The only way to change how you think, therefore, is to practice different things.
- Doing things—rather than but thinking well-nigh them—will increase your outsight on what leadership is all nigh.
- Outsight comes from a "tripod" of sources: new ways of doing your work (your task), new relationships (your network), and new way
My notes:
- To step upwardly to leadership, you accept to learn to think like a leader.
- The style you think is a product of your by feel. The only way to change how you retrieve, therefore, is to do different things.
- Doing things—rather than only thinking about them—will increase your outsight on what leadership is all about.
- Outsight comes from a "tripod" of sources: new ways of doing your work (your job), new relationships (your network), and new ways of connecting to
and engaging people (yourself).
- Sustainable alter in your leadership chapters requires shifts on all three
legs of the tripod.
- To act like a leader
one. Bridge across various people and groups
two. Envision new possibilities
three. Appoint people in the change process
4. Embody the change
For a nonfiction book, this was pretty interesting and much of information technology applicable to my own life and career. Although it seemed more than aimed for an older oversupply (those who are "mid career"), I still found it useful and have started applying several of these lessons to my ain career and will probably continue to do then. There was no over-complicated jargon, and laid out several paths one tin take to improve their leadership skills and to internalize oneself as a leader in all attribute
More than iii.5 stars for me.For a nonfiction volume, this was pretty interesting and much of it applicative to my own life and career. Although it seemed more aimed for an older oversupply (those who are "mid career"), I still institute information technology useful and have started applying several of these lessons to my ain career and will probably go along to practise and then. There was no over-complicated jargon, and laid out several paths one can take to improve their leadership skills and to internalize oneself as a leader in all aspects of life.
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