Act Like a Leader, Think Like a Leader

by Herminia Ibarra

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

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• Become more playful with your self-concept, allowing your familiar—and possibly outdated—leadership style to evolve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

Genres: Leadership, Business, Nonfiction, Management, Professional Development, Self Help, Personal Development

200 pages, Hardcover

First published February 10, 2015

About the author

Herminia Ibarra is the Charles Handy Professor of Organisational Behaviour at London Business School. Prior to joining LBS, she served on the INSEAD and Harvard Business School faculties.

An authority on leadership and career development, Thinkers 50 ranks Herminia among the top management thinkers in the world. She is a member of the World Economic Forum’s Expert Network, a judge for the Financial Times Business Book of the Year Award, a Fellow of the British Academy, and the 2018 recipient of the Academy of Management’s Scholar-Practitioner Award for her research’s contribution to management practice.

Herminia is a member of the London Business School governing body. She chaired the Harvard Business School Visiting Committee, which reports to the university’s board of overseers, from 2012 to 2016, having been a member since 2009, and served on the INSEAD board of directors.

A native of Cuba, Herminia received her MA and PhD from Yale University, where she was a National Science Fellow.

Reviews

[Greg · Rating 5 out of 5]

Few years ago when I started to lead a team of customer service representatives I was determined to be a good leader for my agents. I started preparing myself by doing my own research on how great leaders lead, communicate, and inspire their followers. I read books, articles, and took courses on management 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 one 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 enough. My personal leadership experience 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 lead to me think like a leader. I subscribed to this idea since I experienced it myself when I failed to communicate properly with my team. I knew the importance of communication as well as how to do it. However, when things became tough and stressful, my negative emotions has gotten over me. All my knowledge were thrown out of the window, and I started to act less than my ideal self. As a result, my team was pretty shaken and performance started to dwindle. That was the point, when I started to reflect on what happen and all my knowledge came to the rescue only after the storm.

This book also discusses what are the things one has to do to step up 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 journey and practicing new behavior feels like "fake", Herminia dedicated a specific chapter in dealing with this feeling of not being authentic.

There are many things you can learn in this book aside from those I have mentioned. The author also shared her experiences as she goes through the lessons in every chapter.

For the person reading this review right now, if you want to become a good leader start focusing on taking actions now. If you don't know how, I recommend this book to you.

[Klinta · Rating 4 out of 5]

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.

[Srinivasan Nanduri · Rating 4 out of 5]

Not a routine leadership guide. A good one.

My notes:
- To step up to leadership, you have to learn to think like a leader.
- The way you think is a product of your past experience. The only way to change how you think, therefore, is to do different things.
- Doing things—rather than simply 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 change in your leadership capacity requires shifts on all three
legs of the tripod.
- To act like a leader
1. Bridge across diverse people and groups
2. Envision new possibilities
3. Engage people in the change process
4. Embody the change

[Ivan Kulis · Rating 5 out of 5]

What a fantastic book! It combines a simple yet powerful writing, solid academic research and insights from leadership practice.

The book targets "leaders in making" and focuses on this *process* of making -- instead of listing "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 by an iterative work on one self. It draws from Steve Jobsian line of thought of "connecting the dots afterwards" and calls for playful relationship with ourselves in order to experiment with different roles and engage in deep learning and reflection.
The book calls for small steps and faith in the process instead of proclaiming to lead us to an illusionary perfect leadership model. It 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 pragmatic conceptual framework, which makes this book very practical.
Highly recommended for seasoned and young leaders, as well as for those at the beginning of their career.

[Phuongvu · Rating 4 out of 5]

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 gái
2. 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 LEADER
HN, 20.01.2021

[Daniel Astacio · Rating 5 out of 5]

If I could give this book 10 stars I would. Addresses a lot of key topics that I had thought about and as well as some of the blind spots I may have not heen working on that will allow me to be a more effective leader!

[Dmitry · Rating 1 out of 5]

(The English review is placed beneath Russian one)

Честно сказать, уже первые две главы оказались пустой тратой времени, и я даже не знаю, зачем я решил прочитать, не смотря на это, всю книгу целиком. Ожидание, что в конце автор перейдёт к более конкретным вещам? Предложит твёрдую и понятную стратегию? Однако в итоге, автор не предложила ничего. Тут нет концепции, как нет интересных примеров и новых идей, да и со старыми тут скудно. Возникает интересное ощущение, что, мол, вроде автор что-то пишет, но вот что…Т.е. я хочу сказать, это просто пространные размышления автора о менеджменте и о лидерстве, без чёткой конкретики. Например, автор пишет о важности командной работы или о важности самообучения новым предметам и направлениям как таковым или, к примеру, автор одну из пяти глав посвящает теме нетворкинга. Зачем? Всё равно ничего нового автор не добавляет, а пишет о чём-то совершенно не конкретном, что трудно потом воспроизвести в голове. Просто, общие слова и всё. Кстати, если посмотреть отзывы на данную книгу, то все они такие же неопределённые и неконкретные как сама книга. И поэтому мы стоим перед дилеммой, т.к. с одной стороны, трудно не согласится с автором, который пишет так ни о чём, что и спорить-то собственно не с чем, а с другой, чувствуется, что время потрачено зря, да и книга в целом – не интересна.
Я думаю, единственно, кому возможно и пригодится книга, то это менеджерам, которые управляют различными командами или отделами (для CEO – точно нет) и всё. Да и им, как я уже сказал, вряд ли.

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. Perhaps the expectation that the author will move on to more specific things at the end. Will he offer a solid and clear strategy? However, in the end, the author did not offer anything. There is no clear concept here, as there are no interesting examples and new ideas, and even the old ones are scarce. There is an interesting feeling that the author seems to be writing something, but ... I mean, it's just a lengthy reflection of the author on management and leadership, without clear specifics. For example, the author writes about the importance of teamwork or the importance of self-study in new subjects, or, for example, the author devotes one of the five chapters to networking. Why? Still, the author does not add anything new, but writes about something absolutely not concrete, which is difficult to reproduce in the head. Simply, general words and that's all. By the way, if you look at the reviews on this book, they are all as vague and unspecific as the book itself. And so we face a dilemma, because on the one hand, it is difficult not to agree with the author, who writes so not specifically that there is nothing to argue with, but on the other hand, it is felt that time is wasted, and the book as a whole - is not interesting.
I think the only person who can use the book is the managers who manage different teams or departments (not for the CEO) and that's all.

[Darren · Rating 4 out of 5]

What is leadership? What is management? Why do many people mix these terms up? Why are so many so-called leaders or managers stuck in a time warp? The answers to these questions and more besides are woven together in this compact book.

Despite the book covering a lot of interesting topics, it is a bit of a slow 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 be a shame. Publicity material for the book notes that so many remain stuck in outdated mind-sets and modes of operating, even after others recognize the need for change. Modern-day leaders need to learn to pivot even when there are no obvious signals guiding their way and this book modestly suggest that it can help!

Certainly old views such as deeply reflecting on one’s strengths and weaknesses are thrown to the wayside, as the author notes: “Most traditional leadership training or coaching aims to change the way you think, asking you to reflect on who you are and who you'd like to become. Indeed, introspection and self-reflection have become the holy grail of leadership development. Increase your self-awareness first. Know who you are. Define your leadership purpose and authentic self, and these insights will 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 style, be an authentic leader, and play from your leadership strengths while working on your weaknesses.” Yet the author is not so impressed, adding: “If you've tried these sorts of methods, then you know just how limited they are. They can greatly help you identify your current strengths and leadership style. But (…) your current way of thinking about your job and yourself is exactly what's keeping you from stepping up. You'll need to change your mind-set, and there's only one way to do that: by acting differently.”

You might need to force yourself to read this book, digest its contents and act upon its recommendations. It could have done with being just a little more accessible though!

The advice given is quite revolutionary and certainly evolutionary. Change for necessity rather than change’s sake. You might need to swim against 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 book, maybe you won’t look at management and leadership in the same light again. Maybe you will even take the lead, manage yourself and manage your co-workers accordingly.

Act Like a Leader, Think Like a Leader, written by Herminia Ibarra and published by Harvard Business Review Press. ISBN 9781422184127, 200 pages. YYYY

[Margarita Pronina · Rating 5 out of 5]

Ви лідер чи тільки вчитесь?
Книга від доктора філософії Ермінії Ібари, працівниці Гарвардської школи бізнесу, експертки з розвитку жіночої кар’єри та лідерства. Книга, яка відкриє вам очі на кар‘єрне просування. Не стільки скаже, що робити, як пояснить - чому падіння в процесі сходження це ок, та які існують способи розширити ареал свого професійного впливу, якщо ви цього добиваєтесь.
Ця книга пронизує, стаючи частиною вашого мислення і потім досвіду - процесу інтернаціоналізації. Безумовно, одна з найкращих мною прочитаних #бібліотекапроніної
✏️Никто не хочет потерять себя в процессе перемен, и тем не менее единственный способ начать думать как лидер - это действовать как лидер даже тогда, когда это кажется неестественным.
✏️ Карл Вейк, великий социальный психолог, выразился очень лаконично:
«Как я могу узнать, кто я, пока не увижу, что я делаю».
✏️ Чтобы действовать как лидер, вы должны посвящать больше времени выполнению четырех задач, которыми, находясь в ловушке компетентности, вы заниматься не можете: установлению связей между различными людьми и группами; предвидению новых возможностей; вовлечению людей в процесс перемен; воплощению изменений.
✏️ Ценность разнообразных отношений заключается не только в том, что ваши деловые контакты могут сделать для вас, но и в том, что вы можете сделать для них.
✏️ Главную роль в убеждении играют не факты и цифры, а личность того, кто убеждает.
✏️ Даже законченные интроверты способны вести себя как экстраверты ради достижения цели, которую они считают важной.
✏️ Вы не ваша работа. Вы топливо, энергия, система, которая выполняет данную работу и приводит к тому, что ее видят и признают.
✏️ Ваша цель состоит в том, чтобы меняться изо дня в день. И вы должны также менять историю, которую рассказываете о себе.
✏️ Достижение прогресса на стадии осложнений часто требует нового назначения, потому что, оставаясь на старом месте, вы окажетесь под влиянием старых ожиданий со стороны людей, которым вы полюбились в своей прежней роли.
✏️Идентичность - то, кем вы являетесь, обусловлена не только прошлым; это также и возможности, которые вы видите для себя в будущем.

[Scott · Rating 3 out of 5]

The information provided in this book is high quality. This book may be an incredibly useful book for me and for others when it comes to the information provided. The publisher of the book is Harvard and Herminia Ibarra clearly knows what she is talking about. The problem is that the material 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 copy or kindle version. The voice and inflection of the narrator play like a lullaby sometimes and may put you to sleep.

[Moutasem Awa · Rating 4 out of 5]

Awesome book. Very helpful in validating your thinking if you're already stepping up into a leadership role, or to set your expectations for the journey to becoming a leader.

My favourite part is chapter 4 where it helps you understand your new possible personalities and how to tackle the imposter feelings you get while exploring new parts of yourself.

The practical steps and evaluations are also easy to follow and very useful.

[Ernie · Rating 5 out of 5]

I really enjoyed this book. Ibarra's approach is very different from what I have read in the past on how one becomes a leader in an organization. Ibarra finds the that process is what shapes someone into a leader and not the end goal. I highly recommended this book, you know it's good when she can fit in a Bruce Lee reference.

[James · Rating 2 out of 5]

I read this for a leadership course. It has maybe one or two decent things to say about leadership - although it's nothing that a halfway intelligent person wouldn't know before picking up the book. The writing is pretty basic - it could be written for teenagers - and some of the "real world" examples are very poorly researched, as if the author has overheard an anecdote about a world which she does not inhabit and latched onto it to make help make her point. A case in point is the reference to Broadway musicals and West Side Story, where she gets virtually every significant fact wrong within two or three paragraphs on the subject.

[Steve Granger · Rating 4 out of 5]

An interesting overview of Ibarra's outsight approach for leadership development, or the idea that "the only way to think like a leader is to first act." Essentially, learn by playing (strategically) rather than trying to read an instruction manual. Most relevant for for those transitioning into or have recently found themselves in a leadership position.

[Sara · Rating 5 out of 5]

A very practical and inspiring book for everyone who has a passion for leading. 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!

[Blerina · Rating 5 out of 5]

An excellent guide on transitioning to leadership roles. Relatable, with practical advice and case studies. I have this as an audio book and listen to it in the car everyday to and fro work.

[Julius Schelstraete · Rating 4 out of 5]

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

[Alex Peck · Rating 4 out of 5]

B- while not transformative conceptually, this book does a great job reminding the reader that mindset is vital in making changes. It also does a wonderful job reminding leaders to continue to be open minded and pursue avenues of growth that may be foreign or not known.

[Jon Ribeiro · Rating 3 out of 5]

Start acting like a leader. Nothing groundbreaking here

[Rebekah · Rating 4 out of 5]

This was an assigned reading for a leadership course in my master's program and I must say - I enjoyed it much more than I usually enjoy other "have-to" reads. Time passed quickly when reading this, and I thought Ibarra had some valuable insights. My reading of the last chapter was colored by her use of Paul's story at the start of chapter 5, however. As this is a biblical story, Christians such as myself see this as God's divine intervention, and (at least the way I read it) she seemed to say this is something we cannot expect in our own lives. By our own power, no we cannot, but by using a biblical example you bring God into the picture - and through Him all things are possible. This just my two cents though - I only felt it worth mentioning because it impacted my perception of the rest of the book.

[Нестор · Rating 5 out of 5]

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.

[Chris Weatherburn · Rating 5 out of 5]

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.

[Brian · Rating 2 out of 5]

The book presents science-based managerial advice on the importance of networking, how to be an effective leader, and how to make sure your network facilitates your development as a leader and a professional.

There 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 mind" is a main message throughout the book.

Where the structure falls a bit is towards the end, when the pros of networking, trying to change one's core identity and values based on the type of event 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 book makes this claim and criticized authenticity as a concept. With a scientific background, it is easy to notice that, while the network structure part in the book is scientifically sound, this latter part lacks rigor. In that, the book could have been cut in half; a good scientific one on networking, and an iffy one on trying to fit in as a "chameleon".

[Musa · Rating 5 out of 5]

A founder to a start-up company recommended this book to me during one of our conversations. After 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 change after hitting a glass ceiling.

As much as this book is about transitioning to leadership, this is also a book about changing mindsets and how to do it step by step. Examples quoted inside are very practical and if you lived the corporate life before, I'm sure they'll strike a resonance. I find it especially true that most books or people, when advising about transition into leadership - will always tell you to plan big, establish vision etc. Not that these are not important, but often as you transition, develop and evolve as a person or in your management style, your set of vision or priorities may require course correction. Then simply what used to be important may, at different stages of our life, change course as well. I'll recommend this for anyone who wanted some inspiration and looking at management/ leadership in a different lens.

[Jen · Rating 1 out of 5]

This book was recommended by some best of business list like a HBR or a Forbes or something so I added it to my queue. I can see why some feel like this book is very valuable. It may work for large organizations and traditional managers but neither of those is particularly me. I try to think of each book as getting at least one nugget that I can carry away. I suppose for this book, it was the categorization of the different types of networks that I thought was interesting, if not necessarily destined to help me up my leadership game. 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. Since I work for a smaller company and already understand the basics like "networking is very important. You should do it", I didn't have as much to take away.

[Tara Brabazon · Rating 3 out of 5]

This is a refreshing book on leadership. Most theories of leadership offer the most basic - and disappointing - strategies for 'reflection' and 'networking.' What makes this book interesting, particularly for just-emerging managers, is that it dismisses 'authenticity.' There is no single way to claim an identity in and for management. Particularly for women, there are embodied normalities than hamper growth and promotion.

Recommended for those who want to understand the fundamental illusion - and delusion - of leadership.

[Ying Ying · Rating 3 out of 5]

It is a well written book, inviting people to step outside of their job, outside of their network and outside of the selves to gain outsight. This last element is the new input that allow us to redefine our thinking. Acting gives us, thus, what we need to think like leaders.

[Amy rider · Rating 4 out of 5]

Saw this book recommended on LinkedIn and read it. Some good info about the differences in operational leadership and how to step up into larger roles.

[Gunhee Park · Rating 1 out of 5]

One of those business books where it drills the same concept over and over again.

[Scott Robertson · Rating 4 out of 5]

Actions spur growth, insight, and learning
One point that really hit home for me was one of Ibarra's citations: “…a classic study [by Fred Luthans, Academy of Management Executive 2, no. 2 (1988)] [that] compared managers who were rated highly effective by their own teams with managers who were successful in moving up to higher positions…The effective managers spent most of their time working with their direct reports inside their teams. The successful managers spent much more time on networking activities with peers in other units and higher-ups throughout the organization.”

Many leaders fall into the trap of thinking in the operational sense and neglecting the strategic. Ibarra highlights that “we have difficulty making the transition from work firmly rooted in our own functional knowledge or expertise to work that depends on guiding diverse parties, many outside of our direct control, to a shared goal”. Ibarra points to MIT studies that have shown how the most effective leaders are not those who follow conventional wisdom on leading a team (managing internal dynamics, setting clear goals etc) but those who act as a bridge to the team’s external environment. Aligning your team’s goals with the wider organization, enabling information streams, and gleaning best practices from other teams saw the leader and the team work far more effectively in the strategic context.

Key Takeaways:
- To transition from effective manager to successful leader, you must develop outsight, which involves seeking external knowledge, new experiences, and taking action. You can then gain and apply new insights from these new knowledge sources, experiences, and actions.
- Redefine your job: Take a strategic approach by prioritizing tasks, understanding their importance, and networking with peers. See you job as the next level up, impacting much more of your company than your current role. Delegate whatever you can so you can focus on greater company impact.
- Expand your network: Build strong relationships with diverse contacts to gain valuable insights and opportunities.
- Embrace a playful leadership identity: Challenge your preconceived notions of yourself and explore new leadership styles.
- Embrace the stepping-up process: Understand the stages of leadership transition and persist through challenges.
- We should be setting learning goals, not performance goals. Choose tasks that will help you learn and not those that will make you look good. This will see you develop and extend the possibilities for yourself.

Ibarra's Framework for Leadership Development:
- Disconfirmation: Increase your sense of urgency for change.
- Simple Addition: Add new experiences and activities to your routine.
- Complication: Persist through challenges and setbacks.
- Course Correction: Revise your goals and strategies as needed.
- Internalization: Integrate new insights and behaviors into your leadership identity.

Practical Action Steps:
- Create slack in your schedule: TIme is the most valuable thing for a leader - you need time to reflect, strategize, learn, brainstorm, and plan. Use time tracking apps to identify time-wasting activities and optimize your schedule.
- Strengthen your network: Actively seek out new connections and deepen existing relationships.
- Be more playful with your self-identity: Experiment with different leadership styles and behaviors.
-Reflect on your leadership transition: Identify the stage you're in and take steps to move forward.

Overall, Ibarra's book provides a valuable roadmap for leaders who want to develop and grow in their roles. By applying her insights and taking proactive steps, you can effectively navigate the challenges and opportunities of leadership.