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Posted 20 hours ago

Act Like a Leader, Think Like a Leader

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In this powerful book, Herminia presents a new model for career reinvention that flies in the face of everything we’ve learned from ‘career experts’.

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. Herminia Ibarra is the Charles Handy Professor of Organisational Behaviour at London Business School.Without a map and a compass, there's no way I would have made my way through the various obstacles and terrains that were in my way. 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. For our general counsel interviewees, the story-telling aspect and drawing on their personal narrative resonated very strongly as something that enhanced their leadership styles. She is very correct in asserting leaders need operational, personal and strategic networks, to get things done but also to develop and 'act' like better leaders.

I have been invited to testify in front of the Securities and Exchange Commission (SEC) and meet with foreign governments on the issue. There is no clear concept here, as there are no interesting examples and new ideas, and even the old ones are scarce. The platform can be inculcated by actions such as getting involved in projects outside your area, participating in extra-curricular activities and creating slack in one's schedule. Most theories of leadership offer the most basic - and disappointing - strategies for 'reflection' and 'networking.If a refund is payable to you we will process the refund as soon as possible, and, in any case within fourteen (14) days. 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. I’ll surely be sharing the book with her to see if she remembers the advice given to me, now so many years ago.

And finally drive is the energy and passion to make things happen – especially in the face of adversity. Ibarra argues, ‘If you are not very quickly able to distil and understand the big themes, you are going to be completely overwhelmed when your boss suddenly pulls a question you weren’t expecting out of the hat. While many academics can talk a good game, Professor Ibarra definitely 'practices what she preaches' when it comes to redefining your network. 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.Ibarra could have served the reader better in this area by offering some guidance on how to delegate effectively and/or best practices for convincing managers to deselect work for higher leadership goals as part of the succession planning. You build a c-suite contact in another institution and when business alliances or issues occur in the future, it is helpful to be seen having high placed contacts and to be cultivating opportunities and to diffuse difficulties that have arisen.

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