Act Like a Leader, Think Like a Leader

1. Act like a leader to think like a leader: The "outsight" principle

Paradoxically, we only increase our self-knowledge in the process of making changes.

Outsight over insight. The key to becoming a leader is not introspection, but action. By engaging in new activities, interacting with diverse people, and experimenting with unfamiliar approaches, we gain "outsight" – external perspective that transforms our habitual thoughts and actions.

Challenging experiences drive change. These fresh experiences reshape our understanding of leadership and our self-image. They help us let go of old habits and goals, not just because they no longer fit, but because we discover new, more valuable purposes.

Action precedes clarity. Instead of waiting to feel like a leader before acting, we must act like leaders to eventually think like them. This outside-in approach is crucial for navigating today's rapidly changing business environments and making do-it-yourself leadership transitions.

2. Redefine your job to increase strategic leadership capacity

Value is created much more collaboratively, outside the lines of self-contained groups and organizational boundaries.

Shift focus from operational to strategic. As managers step up to bigger leadership roles, they must redefine their jobs to focus less on day-to-day operations and more on understanding the broader business context, creating a shared vision, and influencing key stakeholders.

Develop situation sensors. Leaders need to cultivate a well-developed set of "sensors" that orient them to potentially important trends in their rapidly changing environment. This requires spending time outside one's immediate work area and cultivating diverse information sources.

Create slack for leadership work. To avoid being consumed by routine tasks, aspiring leaders must intentionally create "slack" in their schedules. This unstructured time allows for strategic thinking, relationship-building, and seizing unexpected opportunities – critical leadership activities that don't happen within a packed calendar.

3. Network across and out to gain fresh perspectives and opportunities

The value of diverse relationships lies not only in what your contacts can do for you, but also on what you can do for them.

Overcome networking resistance. Many professionals resist networking, viewing it as insincere or manipulative. However, building a diverse network is crucial for gaining outsight, accessing resources, and creating opportunities. Reframe networking as a way to add value to others and advance collective goals.

Cultivate three types of networks:

• Operational: People you depend on to get work done
• Personal: Friends, mentors, and interest-based connections
• Strategic: Relationships that help envision the future and access new resources

Prioritize network diversity. Aim for a balance of internal and external contacts, as well as connections across hierarchical levels. Diverse networks provide fresh perspectives, protect against groupthink, and increase your value as a connector of people and ideas.

4. Be more playful with your self-concept to grow as a leader

Identity—who you are—is not just about the past; it's also the possibilities you envision for yourself in the future.

Embrace identity play. Instead of rigidly adhering to your current self-concept, approach leadership development as a playful exploration of possible selves. This allows for more creativity and openness to new behaviors that may initially feel inauthentic.

Borrow like an artist. Don't wait to find the perfect leadership role model. Instead, observe and borrow elements from various successful leaders, creating your own unique "collage" of leadership behaviors and styles.

Revise your story. Our personal narratives shape our identity and leadership approach. Be willing to revise and reinterpret your life stories to support your evolving leadership identity and aspirations.

5. Leadership is about bridging, envisioning, engaging, and embodying change

Leaders use their stories to personally inspire people.

Bridge across boundaries. Effective leaders spend significant time outside their immediate team, connecting with diverse stakeholders, gathering information, and mobilizing support for initiatives.

Develop and communicate vision. Leadership requires the ability to envision possibilities for the future and articulate them compellingly. This involves sensing opportunities, setting strategic direction, and inspiring others to look beyond current practices.

Engage hearts and minds. Leadership is not just about having good ideas, but also about the process of developing and implementing them. How leaders interact with others in this process determines whether people become engaged in their efforts.

Embody the change. People judge leaders not just on their ideas and processes, but on their personal qualities. Successful leaders demonstrate passion, conviction, and coherence between their beliefs, actions, and identity.

6. Overcome authenticity traps that hinder leadership growth

When we are working at improving our game, our authentic sense of self is a compass. But when we are looking to change our game, authenticity is an anchor that easily keeps us from sailing forth.

Recognize authenticity pitfalls. The desire to be authentic can become an excuse for staying in one's comfort zone and resisting necessary changes. Common traps include:

• Maintaining too much closeness or distance from team members
• Avoiding "political" relationship-building or idea-selling
• Rationalizing negative feedback as part of one's authentic style

Expand your authentic range. Instead of viewing authenticity as a fixed set of behaviors, see it as a broader range of possible actions aligned with your core values and goals. This allows for greater flexibility in leadership approaches.

Focus on learning, not performance. When stepping into new leadership roles, prioritize learning goals over performance goals. This mindset reduces anxiety about appearing incompetent and increases willingness to experiment with new behaviors.

7. Navigate the five stages of stepping up to bigger leadership roles

Stepping up to play a bigger leadership role is not an event; it's a process that takes time before it pays off.

Understand the transition process:

1. Disconfirmation: Feeling the gap between current state and aspirations
2. Simple Addition: Adding new behaviors without subtracting old ones
3. Complication: Experiencing setbacks and exhaustion
4. Course Correction: Reflecting on frustrations to reexamine goals
5. Internalization: Integrating changes into a new leadership identity

Expect non-linear progress. Leadership transitions are often messy and emotionally charged. Recognize that setbacks and complications are normal parts of the process, not signs of failure.

Bring outsight back in. As you gain new experiences, periodically reflect on what you're learning and how it's changing your goals and self-perception. This integration of outsight into insight drives lasting change.

8. Balance operational excellence with strategic leadership

Thinking like a leader starts by acting on your network.

Avoid the competency trap. Success in operational roles can create a "competency trap," where managers continue to focus on what they do best rather than developing new leadership skills. Recognize when your strengths are holding you back.

Add before you subtract. When transitioning to leadership roles, start by adding new strategic activities before eliminating old operational tasks. This allows you to experiment with leadership while maintaining your base of expertise.

Create opportunities within constraints. Even without a formal promotion, look for ways to take on more strategic responsibilities within your current role. Volunteer for cross-functional projects, seek out mentoring relationships, and create informal leadership opportunities.

9. Cultivate a diverse, connected, and dynamic professional network

Chance favors the connected mind.

Assess your network's BCDs:

• Breadth: Diversity of contacts
• Connectivity: Ability to bridge across different groups
• Dynamism: Capacity to evolve with your changing needs

Leverage weak ties. While strong relationships are valuable, "weak ties" – acquaintances and distant connections – often provide the most novel information and opportunities. Actively maintain and expand these peripheral relationships.

Create networking habits. Build regular networking activities into your routine:

• Attend industry events and conferences
• Join professional associations or create your own interest groups
• Use business trips to reconnect with old contacts and meet new ones
• Engage in social media to broadcast your interests and connect with like-minded professionals

10. Leverage storytelling and personal experiences in leadership

Our tales are spun, but for the most part, we don't spin them; they spin us.

Craft a compelling personal narrative. Develop stories that illustrate your values, purpose, and leadership journey. These narratives help others understand your motivations and create emotional connections.

Use stories to inspire and influence. Well-told stories are more memorable and persuasive than facts and figures alone. Use personal anecdotes to make your vision and ideas more relatable and engaging.

Evolve your stories. As your leadership identity develops, be willing to revise and reinterpret your personal stories. Select and emphasize experiences that align with your current leadership goals and the needs of your audience.

11. Embrace discomfort and experimentation in leadership development

New experiences not only change how you think—your perspective on what is important and worth doing—but also change who you become.

Step outside your comfort zone. Seeking out challenging and unfamiliar situations is essential for leadership growth. Embrace opportunities that make you feel slightly uncomfortable or unprepared.

Adopt a learning mindset. Approach new leadership experiences with curiosity and openness rather than a need to prove yourself. This reduces anxiety and increases willingness to experiment with different approaches.

Learn from setbacks. View failures and mistakes as valuable learning opportunities rather than reflections on your leadership potential. Analyze what went wrong and how you can improve in future situations.

12. Connect the dots: Reflect on new experiences to drive lasting change

You can't connect the dots looking forward; you can only connect them looking backwards.

Create reflection habits. Regularly set aside time to reflect on your new leadership experiences. Consider what you've learned, how your perspective has changed, and how you want to apply these insights going forward.

Revisit your goals. As you gain outsight through new experiences, be willing to revise your initial leadership goals and aspirations. Your definition of success and desired impact may evolve.

Internalize your leadership identity. True leadership development occurs when new behaviors and perspectives become integrated into your sense of self. Reflect on how your experiences are shaping who you are becoming as a leader.

Last updated: January 25, 2025