In defining the role of general counsel as leader, there is a clear issue at play in being able to engage with all the stakeholders both within and without of the company. Ibarra expertly deviates from the well-worn path of emphasizing goal-setting and charisma in leadership, offering instead a narrative that prompts readers to reflect, rethink, and recalibrate their approach to their careers and life trajectories. But on the other hand, lawyers as part of their skill set have to be consummate story tellers, particularly in regards to litigation and trials.

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). She encourages leaders to network outside the organization, often an untapped source not only of contacts and people but of potential innovations and creative solutions to business problems. They are constantly aware of the bigger picture – both within the company and in the world around us. 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.What really attracted me to this book initially was the title since it reminded me of what my wife told me several years ago in regards to my clothing attire choices for work - that “if I wanted to be successful, I needed to dress like I was already successful” (I used to have a habit of dressing casual or not tucking in my shirts even when I did wear a shirt). Nevertheless, when things gotten tough that's when I feel that the insights I learned, though very helpful, are not enough. In Ibarra's case, however, she wants leaders to escape the 'authenticity trap' by playing around with new behaviours to create a new sense of self, one that is acting without positive illusions or the crutch that has enveloped many leaders - to be authentic for the sake of popular argument. Broaden the scope of your job: Get involved in projects outside your area, participate in extracurricular activities, communicate your personal "why," and create slack in your schedule.

An authority on leadership and career development, Thinkers 50 ranks Herminia among the top management thinkers in the world. Developing a greater sense of the business as a whole, and aligning that with how you tell your own stories to communicate the “why”. As much as this book is about transitioning to leadership, this is also a book about changing mindsets and how to do it step by step. For the person reading this review right now, if you want to become a good leader start focusing on taking actions now. A few of her more popular theories/concepts that really resonated with me were: Outsight, "Fake it till you make it" is extremely practical in a leadership setting and feeling like a fraud is completely normal when taking on a new role/task.Have the attitude like an actor in which you are trying different things to find what you believe suits you well. Things like finding time, identifying what strategic looks like, the power of developing your stories, overcoming the resistance to networking, and shifting identity without giving up authenticity. In addition to providing much good food for thought, this style also makes it useful as a reference tool for the many common challenges it addresses around making the transition from ‘doer’ to leader.