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Act Like a Leader, Think Like a Leader

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bridge across diverse people and groups- 'outsight' comes from a range of outsiders where a leader can then develop differing points of view to see the big picture of opportunity.

If the Outsight principle is about action, Ibarra crystallizes the theory with an extremely useful model that any type of leader can utilize. After finishing the book, I immediately thought organizations of any size could utilize the book (and the Outsight principle) as a basis for their new-leader management development programs. It could easily become a handy action-based job aid that ensures new leaders are taking the right steps in their first few months in their new role of leading people. That's why I opened this post with the anecdote of people becoming leaders for the first time.

Act Like a Leader, Think Like a Leader

This highly unconventional management book is based on [Ibarra's] years of teaching at the highest level and researching how managers 'step up' to leadership.” Developing Leaders Stepping up to play a bigger leadership role is not an event; it’s a process that takes time before it pays off. It is a transition built from small changes. Most methods for changing ask you to begin with the end in mind-the desired outcome. But in reality, knowing what kind of leader you want to become comes last, not first, in the stepping-up process. Like most of us, Jacob came to define his jobs in terms of his core strengths and skills. Moving forward he needs to make the transition from work firmly rooted in his own functional knowledge to work that depends on guiding diverse parties, many outside his direct control, to a shared goal—that is, the work of leadership. In this provocative new book, Herminia Ibarra takes into account the high-velocity, shape-shifting context that we all live in and offers an action-oriented, practical playbook on leadership, identity, and change. It is a must-read for the contemporary leader.” When we act like a leader by proposing new ideas, making contributions outside our area of expertise, or connecting people and resources to a worthwhile goal (to cite just a few examples), people see us behaving as leaders and confirm as much. The social recognition and the reputation that develop over time with repeated demonstrations of leadership create conditions for what psychologists call internalizing a leadership identity—coming to see oneself as a leader and seizing more and more opportunities to behave accordingly. As a person’s capacity for leadership grows, so too does the likelihood of receiving endorsement from all corners of the organisation by, for example, being given a bigger job. And the cycle continues.

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. The more your current situation tilts toward a do-it-yourself environment, the more outsight you need to make the transition. If you don’t create new opportunities within the confines of your “day job,” they may never come your way. You can buy many books on how to be more authentic at work and can sign up for countless courses on how to be a more authentic leader. Clearly, many of us are finding it problematic to just be ourselves. 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.

Former Ogilvy & Mather CEO Charlotte Beers advises leaders to remember that it’s who they are and not their analysis that persuades and inspires best The transition process is rarely linear; difficulties and complications will inevitably arise and often follow a predictable sequence of five stages: When you’ve been presented the opportunity to lead people for the first time, it’s best for you, your new team, your organization and your career that you have some sort of guide to assist your preparations. I used to do a lot of orienteering in the woods and forests of Ontario. 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. It’s hard to cheat in orienteering, but it’s even harder to complete your mission if you’re devoid of a map and compass. In essence, knowing the kind of leader we’d like to become is not the starting point on our development journey, but rather the result of increasing our outsight. By redefining our job, network and ourselves – and by acting on all three – we will gain the experiences we need to reflect on and learn from them. Through this process, our outsight is acquired on what it means to be a leader.

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