The goods do not need to be in their original packaging however in a sellable condition, and at your own cost and risk. Ibarra advocates outsight as the key tactic in redefining what we do and therefore how we think about things. Be aware others around you are not learning the same things as you are so they may not support the new leader you are becoming and they may want to treat you like the old you. Understanding what leaders really do, how to create change, how to become a bridge between teams, and how to promote and inspire within your organization. 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.

Of course you are expected to have a good grasp of the law; but the biggest differentiator is the judgement you apply to that knowledge – knowing what is relevant in the context of a business, plus when and how to take a risk. See…had I really listened to my wife in the beginning I would have understood that what she really meant was that by first doing the action of dressing better (act successful) I would be changing the perception of myself (think successful). Ibarra points out that it doesn’t occur to many of us at work to reveal our personal sides and that this becomes a lost opportunity.To be honest, prior to reading this book I had always knew that a good leader needs to have some focus outside the team, but I thought a good leader would still focus most of his/her time on his own team, tracking performance, providing recognition, coaching, etc. 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. Find leaders in your industry who are good at telling stories to make a point and see how they do it. Ibarra references the work of psychologist Jerome Bruner, who claims that a message is more likely to be remembered accurately and for longer when conveyed through a well-constructed story.

Herminia is the Paris-based Cora Chaired Professor of Leadership and Learning at INSEAD, one of the world's leading and very popular graduate business schools.

Tim Murphy, general counsel at MasterCard, who spent ten years in management roles inside the business before transitioning back to legal, echoes this point. I have been invited to testify in front of the Securities and Exchange Commission (SEC) and meet with foreign governments on the issue. Ibarra could have served the reader better in this area by offering some guidance on how to delegate effectively and/or best practices for convincing managers to deselect work for higher leadership goals as part of the succession planning. While many academics can talk a good game, Professor Ibarra definitely 'practices what she preaches' when it comes to redefining your network.