Curious about the journey of leadership and the transformation it entails? Ever wondered how leaders like Barack Obama balance authenticity and adaptability? Do you want to understand how the Outsight Principle and networking can shape you into an effective leader? Join us as we explore the real-life examples of leaders who've successfully navigated their path, their struggles, and lessons learned.

Act Like a Leader, Think Like a Leader

Jacob, a production manager, feels like a firefighter, constantly busy solving problems and keeping the daily business running. But to take on a higher leadership role, he needs to detach himself from these operational details and focus on strategically important questions. However, his tactic of taking two hours a day to reflect does not work.

Many executives face the same problem: they have too much to do and not enough time to think about changes in the company and their own development. Traditional leadership trainings, which rely on introspection and self-reflection, are often limited. To really make progress, one must act differently before one starts thinking differently.

Aristotle said that people become virtuous by acting virtuously. This insight has been confirmed by numerous social psychological studies: people change their mindset by first changing their behavior. The Outsight principle states that to think like a leader, one must first act like a leader.

Research shows that people become leaders by doing leadership work. This sets in motion two processes: an external one that develops the reputation for leadership potential, and an internal one that develops one's own motivation and self-definition. When one behaves like a leader, others see and recognize this, which in turn changes one's own self-image.

To illustrate the Outsight principle, let's return to Jacob. After his company was taken over by a private investor, he had to face new expectations, although his job title remained unchanged. He had to further develop his strategic skills and collaborate more with colleagues from other departments. Despite devastating 360-degree feedback and escalating conflicts, Jacob worked even harder without changing his approach.

To be successful, leaders must change their way of working, their networks, and their self-understanding. Jacob had to redefine his role, spend more time outside the factory and prioritize strategic questions. He also had to expand his network and exchange ideas with people who could offer him new perspectives. Finally, he had to adjust his self-image and change his style to lead more effectively.

The Outsight principle shows that one must behave like a leader to think like a leader. This means taking on new projects and activities, interacting with different people, and finding new ways to get things done. These new experiences change habitual actions and thoughts and enable one to master constant changes and challenges.

In times of upheaval and uncertainty, thinking and self-observation should follow action and experimentation. New experiences not only change the way of thinking but also the personality. They help to let go of old goals and habits and discover new, more valuable goals. The outside view allows one to reshape the image of what one can do and what is worth doing.

In essence, to become a leader, one must act and then think. This requires changes in how one does work, how one builds networks and interacts with others, and how one perceives oneself. Change comes from outside to inside, not the other way around.

Can Aristotle's wisdom help Jacob become a successful leader?

In a world where nearly 90% of managers are involved in company changes, success often remains elusive due to inertia, resistance, and entrenched cultures. The pressing demands of daily operations leave little room for strategic thinking. Let's explore how to redefine work using the Outsight Principle, emphasizing the importance of prioritizing non-routine activities to enhance strategic capabilities.

Take Sophie, a rising star in supply chain management, who was blindsided by a major procurement overhaul. Despite her consistent improvements, she missed market shifts and technological advancements, leading to costly inefficiencies. Her narrow focus and lack of broader relationships left her ill-prepared for strategic changes. 

Similarly, Jeff, a successful sales leader turned country manager, faced stagnation as his leadership style failed to adapt to new expectations. His micromanagement and neglect of strategic planning hindered his team's development and his own career progression.

Effective leadership requires bridging diverse groups, envisioning new possibilities, engaging people in change, coaching others, and embodying change. Successful leaders like Vivienne and Jack excel by connecting their teams to external insights and resources. They spend significant time outside their teams, gathering information, sharing successes, and securing support for their initiatives.

To avoid the competence trap, it's crucial to develop situational awareness, engage in cross-functional projects, participate in extracurricular activities, learn to tell compelling stories, and create time for strategic thinking. Consider Robert, a policy expert who gained valuable insights and confidence through an industry group, or Karen, who expanded her leadership skills through external board roles.

Ultimately, making your job a platform for growth involves widening your scope, engaging with different perspectives, and investing in activities that stretch your abilities. By doing so, you'll not only enhance your strategic thinking but also position yourself as a more effective and inspiring leader.

Unlocking Strategic Leadership: Lessons from Sophie, Jeff, and Jack

A strong network is crucial for achieving professional goals, but many leaders acknowledge they don't invest enough in building and maintaining one. Networks keep you informed, innovative, and efficient, and are essential for career advancement and leadership. Yet, despite recognizing their importance, many leaders rate their own networks poorly.

Networking isn't just about knowing people; it's about cultivating relationships that offer diverse perspectives and resources. People often gravitate towards those who are similar, a phenomenon backed by social science. This "narcissistic principle" can limit the potential of your network. Proximity also plays a role; we tend to connect with those who are physically close, reinforcing our existing circles.

Building a diverse network requires effort. Research shows leaders with broad, diverse networks perform better and drive innovation. CEOs with varied networks create higher company value, as seen in a Harvard Business Review study.

Effective networking isn't manipulative; it's about mutual benefit. Many resist networking due to feelings of inauthenticity or manipulation, but this perception can hinder career growth. Instead, view networking as a way to share and gain valuable insights.

A good network includes operational, personal, and strategic contacts. Operational networks help with daily tasks, personal networks support personal growth, and strategic networks are crucial for future opportunities. Most leaders have strong operational networks but lack in strategic connections.

To enhance your network, assess its current state, and identify its strengths and weaknesses. Expand your network by participating in new activities, seeking diverse contacts, and connecting with people outside your immediate circle. Maintain your network by keeping in touch, even with dormant connections.

Remember, your network should evolve with your career. Invest in relationships that help you grow and lead. Embrace diverse perspectives and stay proactive in networking to remain relevant and effective in your leadership role.

Are Leaders Sabotaging Their Success by Ignoring the Power of Networking?

Authenticity is often misunderstood and overemphasized, leading individuals to avoid practicing essential leadership skills like listening because it feels unnatural.

A story from the author's teaching career illustrates this. As a young, inexperienced professor at Harvard, she struggled with delivering interactive and structured discussions. Her ratings were low, and she felt like a failure. 

Well-meaning advice to "be myself" wasn't helpful because her natural self was too academic and nervous. A seasoned professor gave her valuable advice: to take control of the classroom space, asserting her presence by engaging with students physically and directly. Although initially uncomfortable, this approach gradually helped her connect better with students and improve her teaching skills.

Barack Obama exemplifies the balance between authenticity and adaptability. Dubbed a "shape-shifter," he could modify his style without losing his core self, navigating different cultural expectations effectively.

In a study of professionals transitioning to client-facing roles, two groups emerged: "Originals" who stuck to their known behaviors, and "Chameleons" who experimented with new ones. Chameleons, despite feeling initially awkward, learned and adapted faster, gaining valuable insights from mentors and their own experiences.

Authenticity can be a hindrance when clinging to past behaviors prevents growth into new roles. To overcome this, consider "playing" with your identity, much like artists borrow and adapt styles to create something unique. Set learning goals instead of performance targets, and be willing to revise your personal narratives to align with your evolving aspirations.

Ultimately, embracing a playful approach to self-development can lead to a more flexible, authentic leadership style that adapts to changing circumstances without feeling like a fraud.

Embracing Authenticity: Leadership Lessons from Harvard and Barack Obama

Many people hope for a dramatic conversion experience, like the story of Saul on the road to Damascus. However, real change is more like Odysseus's long, wandering journey back to Ithaca. Adopting a larger leadership role is not a single event but a process that takes time to pay off. 

George, a process engineer, was chosen for a major company transformation project. Initially bored with his job, he was eager to learn something new. This project, based on agile collaboration principles, fundamentally changed his perspective on his company and his work. He transitioned from a functional specialist to a system thinker, seeking opportunities to interact with a broader community and redefining his career ambitions.

The process of becoming a leader involves several stages. First, there is a sense of discontent and urgency. Then, leaders add new roles and behaviors without abandoning old ones. This is often followed by a phase of complications and setbacks. Reflection and course correction become necessary as new experiences challenge old goals. Finally, changes are internalized, becoming part of one's identity and driving further growth.

Change is rarely linear and involves a series of ups and downs, false starts, and new beginnings. The journey to leadership is more like becoming a great chef than following a recipe. It requires personal transformation and a shift in identity.

In short, leadership development often follows a predictable sequence of five stages: discontent, simple addition of new roles, complications, course correction, and internalization. Throughout this journey, reflection and integration of new insights are crucial. The transition process is about evolving beyond societal expectations and becoming one's true self.

Can George's Transformation from Boredom to Leadership Inspire Your Own Journey?

Jacob, a production manager, constantly finds himself firefighting rather than focusing on strategic growth. His daily two-hour reflection periods fail to elevate his leadership. This is a common issue among leaders overwhelmed by daily operations, leaving little room for strategic thinking and personal development.

Aristotle's wisdom, supported by social psychology, emphasizes that actions shape thoughts. This "Outsight Principle" suggests that to think like a leader, one must first act like one. Effective leadership involves taking on new projects, engaging with diverse teams, and exploring innovative methods.

Jacob faced new expectations after his company's acquisition, despite unchanged job titles. He struggled with strategic thinking, networking, and self-perception. To succeed, he needed to redefine his role, spend more time on strategic activities, and expand his network for fresh perspectives.

Sophie's narrow focus on supply chain improvements blinded her to market shifts, causing inefficiencies. Jeff's micromanagement stifled his team's growth and his career. Both needed to broaden their scope and adapt their leadership styles to meet new challenges.

Successful leaders like Vivienne and Jack excel by connecting their teams with external insights. They spend significant time outside their teams, gathering valuable information and securing support for initiatives. Avoiding the competence trap requires situational awareness, cross-functional projects, and strategic thinking.

Networks play a crucial role in leadership success. Many leaders, despite recognizing their importance, neglect to build and maintain diverse networks. Effective networking involves cultivating relationships that offer diverse perspectives and resources. Leaders with broad networks drive innovation and create higher company value.

Authenticity in leadership is often misunderstood. True authenticity balances staying true to oneself while being adaptable. Barack Obama exemplifies this balance, navigating different cultural expectations without losing his core self. Embracing a playful approach to self-development can lead to a flexible, authentic leadership style.

Real leadership change is a process, not a single event. George, a process engineer, transformed from a specialist to a system thinker through an agile collaboration project. This journey involved stages of discontent, adding new roles, facing complications, and internalizing changes.

Leadership development follows a sequence of discontent, adding new roles, complications, course correction, and internalization. Personal transformation and a shift in identity are essential. The journey to leadership is more like becoming a great chef than following a recipe, requiring reflection and integration of new insights.

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Act Like a Leader, Think Like a Leader

Herminia Ibarra

Curious about the journey of leadership and the transformation it entails?

Ever wondered how leaders like Barack Obama balance authenticity and adaptability?

Do you want to understand how the Outsight Principle and networking can shape you into an effective leader?

Join us as we explore the real-life examples of leaders who've successfully navigated their path, their struggles, and lessons learned.

Key Ideas

#1

Can Aristotle's wisdom help Jacob become a successful leader?

#2

Unlocking Strategic Leadership: Lessons from Sophie, Jeff, and Jack

#3

Are Leaders Sabotaging Their Success by Ignoring the Power of Networking?

#4

Embracing Authenticity: Leadership Lessons from Harvard and Barack Obama

#5

Can George's Transformation from Boredom to Leadership Inspire Your Own Journey?

#6

Final Recap

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