In this excerpt from her book, Act Like a Leader, Think Like a Leader Herminia Ibarra discusses what she describes as the ‘Outsight’ Principle: the cycle of acting like a leader and then thinking like a leader; change from the outside in. She argues that people become leaders by acting their way into a leadership position.
The “Outsight” Principle: How to Act and Think Like a Leader
“I’m like the fire patrol,” says Jacob, a thirty-five-year-old production manager for a midsized European food manufacturer. “I run from one corner to the other to fix things, just to keep producing.” To step up to a bigger leadership role in his organisation, Jacob knows he needs to get out from under all the operational details that are keeping him from thinking about important strategic issues his unit faces. He should be focused on issues such as how best to continue to expand the business, how to increase cross-enterprise collaboration, and how to anticipate the fast-changing market. His solution? He tries to set aside two hours of uninterrupted thinking time every day. As you might expect, this tactic didn’t work.
Perhaps you, like Jacob, are feeling the frustration of having too much on your plate and not enough time to reflect on how your business is changing and how to become a better leader. It’s all too easy to fall hostage to the urgent over the important. But you face an even bigger challenge in stepping up to play a leadership role: you can only learn what you need to know about your job and about yourself by doing it—not by just thinking about it.
Why the Conventional Wisdom Won’t Get You Very Far
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, programs, 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.
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 as we’ll see, 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.
Aristotle observed that people become virtuous by acting virtuous: if you do good, you’ll be good. His insight has been confirmed in a wealth of social psychology research showing that people change their minds by first changing their behaviour. Simply put, change happens from the outside in, not from the inside out (figure 1.1). As management guru Richard Pascale puts it, “Adults are more likely to act their way into a new way of thinking than to think their way into a new way of acting.”
So it is with leadership. Research on how adults learn shows that the logical sequence—think, then act—is actually reversed in personal change processes such as those involved in becoming a better leader. Paradoxically, we only increase our self-knowledge in the process of making changes. We try something
new and then observe the results—how it feels to us, how others around us react—and only later reflect on and perhaps internalize what our experience taught us. In other words, we act like a leader and then think like a leader (thus the title of the book).
How Leaders Really Become Leaders
Throughout my entire career as a researcher, an author, an educator, and an adviser, I have examined how people navigate important transitions at work. I have written numerous Harvard Business Review articles on leadership and career transitions (along with Working Identity, a book on the same topic). Interestingly, most of what I’ve learned about transitions goes against conventional wisdom.
The fallacy of changing from the inside out persists because of the way leadership is traditionally studied. Researchers all too often identify high-performing leaders, innovative leaders, or authentic leaders and then set out to study who these leaders are or what they do. Inevitably, the researchers discover that effective leaders are highly self-aware, purpose-driven, and authentic. But with little insight on how the leaders became that way, the research falls short of providing realistic guidance for our own personal journeys.
My research focuses instead on the development of a leader’s identity—how people come to see and define themselves as leaders. I have found that people become leaders by doing leadership work. Doing leadership sparks two important, interrelated processes, one external and one internal. The external process is about developing a reputation for leadership potential or competency; it can dramatically change how we see ourselves. The internal process concerns the evolution of our own internal motivations and self-definition; it doesn’t happen in a vacuum but rather in our relationships with others.
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.
This cycle of acting like a leader and then thinking like a leader—of change from the outside in—creates what I call outsight.
The Outsight Principle
For Jacob and many of the other people whose stories form the basis for this book, deep-seated ways of thinking keep us from making—or sticking to—the behavioural adjustments necessary for leadership. How we think—what we notice, believe to be the truth, prioritise, and value—directly affects what we do. In fact, inside-out thinking can actually impede change.
Our mind-sets are very difficult to change because changing requires experience in what we are least apt to do. Without the benefit of an outside-in approach to change, our self-conceptions and therefore our habitual patterns of thought and action are rigidly fenced in by the past. No one pigeonholes us better than we ourselves do. The paradox of change is that the only way to alter the way we think is by doing the very things our habitual thinking keeps us from doing.
This outsight principle is the core idea of this book. The principle holds that the only way to think like a leader is to first act: to plunge yourself into new projects and activities, interact with very different kinds of people, and experiment with unfamiliar ways of getting things done. Those freshly challenging experiences and their outcomes will transform the habitual actions and thoughts that currently define your limits. In times of transition and uncertainty, thinking and introspection should follow action and experimentation—not vice versa. New experiences not only change how you think—your perspective on what is important and worth doing—but also change who you become. They help you let go of old sources of self-esteem, old goals, and old habits, not just because the old ways no longer fit the situation at hand but because you have discovered new purposes and more relevant and valuable things to do.
Outsight, much more than reflection, lets you reshape your image of what you can do and what is worth doing. Who you are as a leader is not the starting point on your development journey, but rather the outcome of learning about yourself. This knowledge can only come about when you do new things and work with new and different people. You don’t unearth your true self; it emerges from what you do.
But we get stuck when we try to approach change the other way around, from the inside out. Contrary to popular opinion, too much introspection anchors us in the past and amplifies our blinders, shielding us from discovering our leadership potential and leaving us unprepared for fundamental shifts in the situations around us (table 1.1). This is akin to looking for the lost watch under the proverbial streetlamp when the answers to new problems demand greater outsight—the fresh, external perspective we get when we do different things. The great social psychologist Karl Weick put it very succinctly: “How can I know who I am until I see what I do?”
Lost in Transition
To help put this idea of outsight into perspective, let’s return to Jacob, the production manager of a food manufacturer. After a private investor bought out his company, Jacob’s first priority was to guide one of his operations through a major upgrade of the manufacturing process. But with the constant firefighting and cross-functional conflicts at the factories, he had little time to think about important strategic issues like how to best continue expanding the business.
Jacob attributed his thus-far stellar results to his hands-on and demanding style. But after a devastating 360-degree feedback report, he became painfully aware that his direct reports were tired of his constant micromanagement (and bad temper) and that his boss expected him to collaborate more, and fight less, with his peers in the other disciplines, and that he was often the last to know about the future initiatives his company was considering.
Although Jacob’s job title had not changed since the buyout, what was now expected of him had changed by quite a bit. Jacob had come into the role with an established track record of turning around factories, one at a time. Now he was managing two, and the second plant was not only twice as large as any he had ever managed, but also in a different location from the first. And although he had enjoyed a strong intracompany network and staff groups with whom to toss around new ideas and keep abreast of new developments, he now found himself on his own. A distant boss and few peers in his geographic region meant he had no one with whom to exchange ideas about increasing cost efficiencies and modernising the plants.
Despite the scathing evaluation from his team, an escalating fight with his counterpart in sales, and being obviously out of the loop at leadership team meetings, Jacob just worked harder doing more of the same. He was proud of his rigor and hands-on approach to factory management.
Jacob’s predicaments are typical. He was tired of putting out fires and having to approve and follow up on nearly every move his people made, and he knew that they wanted more space. He wanted instead to concentrate on the more strategic issues facing him, but it seemed that every time he sat down to think, he was interrupted by a new problem the team wanted him to solve. Jacob attributed their passivity to the top-down culture instilled by his predecessor, but failed to see that he himself was not stepping up to a do-it-yourself leadership transition.
The Do-It-Yourself Transition: Why Outsight Is More Important than Ever
A promotion or new job assignment used to mean that the time had come to adjust or even reinvent your leadership. Today more than ever, major transitions do not come neatly labeled with a new job title or formal move. Subtle (and not-so-subtle) shifts in your business environments create new—but not always clearly articulated— expectations for what and how you deliver. This kind of ambiguity about the timing of the transition was the case for Jacob.
Figure 1-2, prepared from a 2013 survey of my executive program alumni, shows how managerial jobs have changed between 2011 and 2013. The changes in managerial responsibilities are not trivial and require commensurate adjustment. Yet, among the people who reported major changes in what was expected of them, only 47 percent had been promoted in the two years preceding the survey. The rest were nevertheless expected to step up to a significantly bigger leadership role while still sitting in the same jobs and holding the same titles, like Jacob. This need to step up to leadership with little specific outside recognition or guidance is what I call the do-it-yourself transition.
No matter how long you have been doing your current job and how far you might be from a next formal role or assignment, this do-it-yourself environment means that today, more than ever, what made you successful so far can easily keep you from succeeding in the future. The pace of change is ever faster, and agility is at a premium. Most people understand the importance of agility: in the same survey of executive program alumni, fully 79 percent agreed that “what got you here won’t get you there.” But people still find it hard to reinvent themselves, because what they are being asked to do clashes with how they think about their jobs and how they think about themselves.
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.
This article first appeared on The European Business Review.
She says that if you want to step into leadership, you have to learn to act like a leader. Because who you are today is a product of your past experiences and successes, it is hard for you to think your way into acting in the new ways you need to act. So, act first and learn from what happens.How do you act and think like a leader? ›
- The mind of a leader is in near-constant motion.
- Leaders Think Big.
- Nothing hurts a leader like small thinking. ...
- Leaders Think Others First.
- Say it with me: leadership is about serving others. ...
- Leaders Think with Focus.
- Intentionality about thinking is a matter of schedule and priority.
A leader is someone who inspires passion and motivation in followers. A leader is someone with a vision and the path to realizing it. A leader is someone who ensures their team has support and tools to achieve their goals.What are 4 leadership traits of a good leader? ›
Effective leaders are competent, skilled, secure, and considerate. These leaders find time for everyone; they are genuine and authentic in their communications and actions.What are the 4 mindset for effective leadership? ›
Leadership research conducted by GP Strategies uncovered the need for four particular mindsets to lead effectively: growth, inclusive, agile, and enterprise. Inside a steady-state or business-as-usual environment, these mindsets can ground leaders, helping them support their teams, each other, and their organization.What does a good leader act like? ›
Good leaders are those who talk about what needs to happen and then do something about it or have a bias for action. Leaders with a bias for action do not freeze in times of uncertainty or when a decision needs to be made. They courageously decide and act and hold themselves accountable for their decisions and actions.How would you define a leader in your own words? ›
Leadership is the ability of an individual or a group of people to influence and guide followers or members of an organization, society or team. Leadership often is an attribute tied to a person's title, seniority or ranking in a hierarchy.What makes a good leader? ›
Respectful: Great leaders treat their teams with respect, gaining respect in return. Transparent: Being open and honest makes work more efficient and enjoyable. Trusting: Leadership requires delegation–trusting their team to complete what they are assigned with excellence produces positive morale and mutual respect.How would you describe leadership in your own words? ›
In simple words, leadership is about taking risks and challenging the status quo. Leaders motivate others to achieve something new and better. Interestingly, leaders do what they do to pursue innovation, not as an obligation. They measure success by looking at the team's achievements and learning.What are the 3 most important qualities of a leader? ›
Passion, teamwork, and social skills are three important qualities for leaders to possess in order to be effective. Learn how to bring these qualities into your workplace and put your best foot forward in both your personal and professional life.
- Self-awareness. ...
- Situational awareness. ...
- Excellent communication skills. ...
- Effective negotiation skills. ...
- Conflict resolution skills. ...
- Collaboration skills and intercultural sensitivity. ...
- Ability to work with different personal styles and approaches. ...
- Being able to make courageous or difficult decisions.
People. Progress., nearly 300 C-level business leaders across the globe cite, 'leaders who lead by example,' 'clear purpose,' 'clear communication,' and 'trust' as key elements that influence highly effective workplace cultures. These four elements, when strengthened, build effective leadership skills.What is four leader style? ›
The four leadership styles managers use are autocratic, democratic, laissez-faire, and paternalistic, and each will be most effective depending on particular situations.What are the 7 key traits for a good leader? ›
- Strategic thinking. ...
- Delegation. ...
- Communication. ...
- Integrity. ...
- Empathy. ...
- Flexibility. ...
Good leaders aren't afraid to make decisions, especially hard ones. They avoid delaying decisions or letting their personal views intervene. They look at things carefully, research well, try and see every angle, and make a decision and then stick to it. This will directly influence employee behavior.How can I be a leader at work? ›
- having a positive and engaging attitude.
- being honest.
- encouraging open communication.
- being trustworthy.
- rewarding creativity.
- Communication. ...
- A positive attitude. ...
- The ability to delegate.
Good leaders share a level of brilliance that enables them to inspire the masses toward new ideas and innovations. Examples include Mahatma Gandhi, Oprah Winfrey, and Martin Luther King Jr.What is the role of the leader? ›
A leader is someone who is in charge of organizing, guiding, and managing others. They are visionaries who motivate and encourage their team to reach the desired outcome.What is leadership best answer? ›
Sample answer: “Leadership is about collaboration and inspiring others to do their best work. I aim to be direct and collaborate with my team members by delegating tasks, leading by example, and making sure they know I care.”
Words such as influence, wisdom, inspiration, passion, drive, power, knowledge, credibility, energy, foresight, sensitivity, charisma, action, perseverance, uniting, and responsible are just a few of the terms that are used to define leadership (out of over 16,000 responses).What does leadership mean to you best answers? ›
“To me, leadership is about inspiring others and leading by example to reach a common goal. A good leader is someone who encourages and enables people to reach their full potential while providing support every step of the way.What do you call someone who acts like a leader? ›
bellwether, boss (informal) captain, chief, chieftain, commander, conductor, counsellor, director, guide, head, number one, principal, ringleader, ruler, superior, torchbearer.How does Max Weber define leadership? ›
Max Weber, the father of sociology, proposed a tripartite theory of authority that remains a handy framework to probe leadership questions today. In his essay “The three types of legitimate rule” he identified how leaders are legitimized by three types of authority: traditional, charismatic, and legal-rational.How does Stephen Covey define leadership? ›
A: My definition of leadership is communicating to people their worth and potential so clearly that they are inspired to see it in themselves.What are the three styles of leader behavior? ›
And each successful leader develops a style based on their own personality, goals, and business culture based on one of these three leadership styles: autocratic, democratic, and laissez-faire.What makes a person a leader? ›
A good leader should have integrity, self-awareness, courage, respect, empathy, and gratitude. They should be learning agile and flex their influence while communicating and delegating effectively. See how these key leadership qualities can be learned and improved at all levels of your organization.What did Karl Marx say about leadership? ›
Karl Marx acknowledged that leadership would be necessary. Leaders would be needed to guide the people. The working class cannot succeed in its historical task without a leadership to enlighten and guide it. Leaders emerge through history as they are needed.What is a leader according to Maxwell? ›
Leadership ia the capacity and will to rally people to a common purpose, and Character which inspires confidence. How someone deal with the circumstances of life tells you about their character. Crisis doesnot build character, but certainly does reveal it.What is the main focus of Max Weber? ›
Max Weber (1864- 1920) is perhaps best known of his work on the Protestant Ethic and the Spirit of Capitalism. His views have been much debated but the key idea in Weber was that there was a link between the rise of capitalism and an ethos of self control associated with Protestant reformation.
According to Covey, personal and professional success is going to be achieved by adopting these seven habits: 1) be proactive, 2) begin with the end in mind, 3) put first things first, 4) think win-win, 5) seek first to understand, then to be understood, 6) synergize, 7) sharpen the saw.How does Elon Musk define leadership? ›
“I don't create companies for the sake of creating companies, but to get things done.” Elon Musk's leadership style, transformational leadership, focuses on creating real positive change in the world. This type of leader is action-oriented.What are the six elements of a leadership mindset? ›
The Six Attributes of a Leadership Mindset: Flexibility of Mind, Mindfulness, Resilience, Genuine Curiosity, Creating Leaders, Enterprise Thinking.What is the best leadership style? ›
1. Authoritative Leadership. The authoritative leader knows the mission, is confident in working toward it, and empowers team members to take charge just as she is. The authoritative leader uses vision to drive strategy and encourages team members to use their strengths and emerge as leaders themselves.What are the two major leadership behaviors? ›
One of the most consistent research findings of the past century suggests that there are two types of leader behaviors that are associated with effective leadership: Task-focused and relationship-focused behaviors.How can a leader motivate others? ›
Give positive feedback and reward hard work
Positive feedback is one of the best ways a leader can motivate their team to work harder toward individual and team goals. Praising one employee in front of the team will inspire the whole team to work hard in order to receive praise.