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. Being in the leadership development space at my job, I have seen first hand where managers fail because they don't shift from managing to leading. INSEAD professor Herminia Ibarra’s insights on leading and developing your own role, as well as that of your team, are surprising in the fact they are rooted very much in the here and now. Because leaders get good at certain aspects of their job -- or through honing their skills over time -- it becomes that much easier to do the things leaders are good at instead of learning new skills, and spending more time on those aspects where they might improve upon.

Some people struggle with this is they think that they're not being authentic but this is just a practical learning way. They are constantly aware of the bigger picture – both within the company and in the world around us. Throughout the book, Herminia takes pot-shots at the passing cars of various and overly hyped leadership theories written by what I refer to as "pop culture leadership authors". It's both a map and a compass for people at all levels aspiring to become more effective -- and action oriented -- leaders.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.

You might need to force yourself to read this book, digest its contents and act upon its recommendations. 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.

She also suggests -- within the Redefine Your Self pillar -- to steal like an artist (observe others and take what you can to improve your self) and not to stick to the story.

Those freshly challenging experiences and their outcomes will transform the habitual actions and thoughts that currently define your limits.This book has summaries at the end of each chapter as well as "getting started" which I found to be practical actionable ideas. 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. When you're asked to lead -- when you're given your first opportunity to become a leader of people -- it can feel like the first time you put on ice skates. However, Ibarra takes a different approach that challenges you to take immediate and actionable steps before bogging yourself down with a myriad of self-assessments that often accompany leadership development books.

Act Like a Leader, Think Like a Leader" by Herminia Ibarra is an exceptional read that stands out for its inspirational and transformative approach to leadership. Feeling unfulfilled, burned out, or just plain unhappy with what we’re doing, we long to make that leap into the unknown. The goods do not need to be in their original packaging however in a sellable condition, and at your own cost and risk. In each chapter, she draws on her experiences as a professor of Leadership Transition at INSEAD, and uses compelling examples from classroom discussions and student experiences to address the very real challenges that exist in making these kinds of shifts. So you keep hearing from people like us that you need to function more like a leader in your legal role.

Have the attitude like an actor in which you are trying different things to find what you believe suits you well. For example, the section where Ibarra explains the need to redefine your job did not provide much in terms of empowering yourself to actually be able to do this in practice.