He says, ‘Being conscious of the different forms of human intelligence and things you know you don’t know, can help you and your team as executive leaders and partners to the business. The move from individual contributor to first-time 'leader of people' is one of the most daunting career moves for many employees. Since I work for a smaller company and already understand the basics like "networking is very important.

Where the structure falls a bit is towards the end, when the pros of networking, trying to change one's core identity and values based on the type of event and people one is encountering, are outlined; what the author terms "chameleon" just looks like a bona fide description of a sociopath to me. Think of the sales account representative with seven years of experience who won the competition and is now leading the team she was a part of last month. Some people struggle with this is they think that they're not being authentic but this is just a practical learning way. Modern-day leaders need to learn to pivot even when there are no obvious signals guiding their way and this book modestly suggest that it can help! Not that these are not important, but often as you transition, develop and evolve as a person or in your management style, your set of vision or priorities may require course correction.

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. Contains one of the best explanations of the difference between management and leadership that I have ever found: "Management entails doing today’s work as efficiently and competently as possible within established goals, procedures, and organizational structures. 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.

I think the only person who can use the book is the managers who manage different teams or departments (not for the CEO) and that's all.Rather, this is in the sense of communicating why and conveying what is important through story telling. It's both a map and a compass for people at all levels aspiring to become more effective -- and action oriented -- leaders. We're not best friends, but we're both interested in one another enough to keep abreast of each other's work, exchanging thoughts, books, and so on.