agility, 9
Alcoholics Anonymous, 110
Allen, Woody, 103
Ancona, Deborah, 37–38
approachability, 134–135
assumptions, testing old, 12
ATracker, 35
authenticity, 3
based on the past, 128–129
chameleons and, 121–129
cultural norms and, 142–145
defining, 129–132
as excuse for staying in comfort zone, 118–121
identity stretching and, 145–155
leadership challenges and, 132–145
networking and, 79–84
playfulness and, 147–148
playing with identity and, 117–157
positive illusions and, 138–141
prevention versus promotion orientation in, 128–129
self-assessment on, 146–147
true-to-selfers and, 121–129
Bacon, Kevin, 106–107
“bad is stronger than good” effect, 139–140
Baumeister, Roy, 139–140
behavioral norms, 141–143
benchmarks, 110–112
Bernstein, Leonard, 93
biases, 138–141
boards of directors, 99
breadth, of networks, 87
bridge role, 37–40
Bruner, Jerome, 64
Burt, Ron, 97–98
Bush, George H. W., 40
buy-in, achieving, 44–50
career transitions
acting on, 185–190
authenticity and, 117–122
changing jobs and, 174–176
cycles in, 176–182
do-it-yourself, 7–9
hierarchical versus “jungle-gym,” 57–58
importance of outsight for, 6–9
mentors/coaches in, 16–17
predictable stages in, 166–174
as process, 158–164
questions to ask about, 177
reference groups in, 110–112
self-assessment on, 180–181
Casciaro, Tiziana, 80–81
Casnocha, Ben, 145
catalysts, 64
chameleons, 121–129
change
cycles in, 176–180
embodying, 50–53
gaining buy-in for, 45–50
as journey versus conversion, 159–162
leading, 25
models of, 169–171
pace of, 9
process versus outcome focus in, 162–164
resistance to, 166–167
self-assessment on time for, 21–22
stepping up to, 19–21
through acting, 2–3
See also mind-sets
charisma, 50–53
Christakis, Nicholas, 96
coaching and mentoring
chameleons and, 125–127
in leadership development, 16–17
coherence, 130
collaboration, creativity and, 92–93
College Board, 139
communication, 31
balancing distance and closeness in, 134–135
bridging diversity through, 37–40
charisma and, 51
in extracurricular activities, 60–62
in gaining buy-in, 44–50
hubs versus bridges in, 37–40
in network building, 104–106
network density and, 94–96
sound bites in, 38–39
communities of practice, 103–105
competencies, 4
feelings of inauthenticity and, 121
job definition based on current, 34
mastery as trap in, 31–33
self-definition and, 127–129
360-degree assessments of, 43–44
vision and, 41
competency traps
avoiding, 29–36
doing the wrong things well, 27–29
joy of mastery in, 31–33
opportunity cost of, 33–36
confrontation, 142–143
Conger, Jay, 51
connective advantage, 86–87
consensus, 97–98
context, understanding the bigger, 54–56
conversion stories, 159
corporate culture, 141–144
creativity, 62–64
collaborative, diversity and, 92–93
connectivity and, 112–113
groupthink and, 97–98
networks and, 71
playfulness and, 147
Cuddy, Amy, 132
cultural differences, 30–31
Darwin, Charles, 112
defensiveness, 141
delegating, 134–135
Dennett, Dan, 153
density, network, 94–99
diversity
in behavioral norms, 141–143
competency traps and, 30–31
gaining buy-in on, 47–50
leaders in bridging, 37–40
in networks, 85–92
do-it-yourself transitions, 7–9
Dweck, Carol, 151–152
Eat, Pray, Love (Gilbert), 62–64
employment interviews, 76
Erickson, Erik, 178
expectations, 171
competency traps and, 30–31
identity development and, 179–182
experimentation, 5
extracurricular activities, 58–62
extroversion, 131
feedback
flexibility, 125
Fowler, James, 96
Gilbert, Elizabeth, 62–64
Gino, Francesca, 80–81
Gladwell, Malcolm, 99
goals, 155–156
changing your perspective on, 53
Goldsmith, Marshall, 31
groupthink, 97–98
Gruenfeld, Deborah, 135
Handy, Charles, 186
Heifetz, Ronald, 15
Higgins, Tory, 128–129
hubs versus bridges, 39–40
hub versus bridge role, 37–40
identity
achievement of, 179
authenticity and, 19
chameleons and, 121–129
defining, 129–130
developing a leader’s, 4
internalizing, 4
networking and, 79–84
prevention versus promotion orientation in, 128–129
states of, 178–179
true-to-selfers and, 121–129
view of others in, 131–132
water metaphor for changing, 154–156
See also authenticity
identity diffusion, 178–179
identity work, 145–154
adaptability in, 154–156
experiments in, 155
focus on learning in, 150–152
imitation in, 148–150
storytelling in, 153–154
I’d Rather Be in Charge (Beers), 136
image, reshaping, 5–6.
playing around with, 17–19
See also authenticity
imitation, 148–150
redefining your self and, 121–129
self-authoring versus, 179–180
introductions, asking for, 108
introspection. See reflection
introversion, 131
James, William, 129
addition and subtraction in, 67–68
competency traps and, 29–36
current job as platform for, 53–67
doing the wrong things well and, 27–29
experimenting with, 68
self-assessment on time for, 21–22
self-concept and, 17–19
strategic approach in, 26–27
Johnson, Steven, 112
Jones, Benjamin, 92–93
Joynson-Romanzina, Nia, 48–49
Kenny, David, 54–55
Klues, Jack, 39
Kotter, John, 65–66
Kouchaki, Maryam, 80–81
Kouzes, James, 42
“Lake Wobegon effect,” 139
leaders and leadership
balancing distance and closeness in, 134–135
as bridges, 37–40
buy-in and, 44–50
change embodied by, 50–53
expectations of, 30–31
feeling like a fake and, 132–146
gender norms and, 144
as hubs, 39–40
identity development in, 3–4
management versus, 36–37
mind-set for, 4–6
motivation versus manipulation
in, 135–138
personal connections with, 44–50
positive illusions and, 138–141
reference groups for, 110–112
showing potential for, 33–34
storytelling by, 51–53
time management for, 34–36
unscheduled time for, 65–67
vision and, 40–44
what they really do, 36–53
leadership development
acting on, 185–190
coaching and mentoring in, 16–17
competency traps and, 29–36
doing the wrong things well versus, 27–29
do-it-yourself, 7–9
from the outside in, 11–12
making your job a platform for, 53–67
networks in, 16–17
self-assessment on time for, 21–22
leadership styles, 2
charisma and, 50–53
playing around with, 18–19
positive illusions about, 139–140
Leadership Transition course, 9–10
Lean In (Sandberg), 62
learning
goals for, 155–156
negative feedback and, 141
opportunity cost of, 33–35
playfulness and, 147–148
reputation preservation versus, 150–152
self-definition and, 125–127
thinking and acting in, 2–3
through outside projects, 56–58
Levinson, Daniel, 176–178
Lewis, Michael, 125–126
Liar’s Poker (Lewis), 125–126
L’Oréal, 141–143
managers and management
change embodied by, 50–53
diversity and, 30–31
doing the wrong things well, 27–29
how jobs have changed for, 7–9
leadership versus, 36–37
style versus charisma of, 50–53
time allocation by, 34–36
unscheduled time for, 65–67
vision-impaired, 43–44
Marcia, James, 178–179
Markus, Hazel, 130
Martin, Roger, 43
McAdams, Dan, 153–154
meetings, 34
Meyer, Erin, 142
midlife crisis, 176–180
mind-sets
changing, 4–6
changing by acting, 2–3
diversity initiatives and, 48–49
playfulness and, 147–148
Mizner, Wilson, 150
moratorium stage of identity, 178–179
motivation
aspirations in, 174
carrot-and-stick theory of, 166–167
extracurricular activities and, 61–62
identity development and, 4
as leadership competency, 18–19
manipulation versus, 135–138
mobilizing in others, 12–15
Mullainathan, Sendhil, 66–67
My Minutes, 35
Nestlé, 108–109
authenticity and, 79–84
aversion to instrumental, 80–81
breadth of, 87–92
as bridges, 37–40
connectors in, 100
creativity and, 112–113
density of, 94–99
future facing, 100–102
groupthink in, 97–98
importance and value of, 71–72
instrumental versus personal, 80–81
maintaining, 108–110
mind-set traps in, 78–84
narcissistic and lazy, 73–77
outsight development through, 15–17
practical steps for expanding, 113–114
reference groups in, 110–112
showing up for, 103–105
for strategic thinking, 27–29
time spent on by successful
leaders, 34–36
vision development and, 40–44
Obama, Barack, 123–124
competency traps based on, 29–30
management versus leadership and, 36–37
opportunity cost of, 33–35
outside projects versus, 57
self-definition and, 127–129
slack time versus, 65–67
opportunities, sensing, 41
opportunity cost, 33–35
“Oracle of Kevin Bacon,” 106–107
changing mind-set with, 4–6
definition of, 5
from extracurricular activities, 58–62
importance of, for career transitions, 6–9
insight versus, 6
iterative development of, 12
networking in creating, 15–17
from self-redefinition, 117–157
sources of, 11–12
Pascale, Richard, 2
Pasteur, Louis, 112
personal brands, 60
plagiarism, 150
playfulness, 117–157
in identity work, 145–154
imitation and, 148–150
with self-image, 17–19
work versus, 147
Podolny, Joel, 99–100
positive illusions, 138–141
Posner, Barry, 42
wielding, 137
prevention orientation, 128–129
process
creative, 62–63
importance of, in buy-in, 44–50
projects
extracurricular, 58–62
promotion orientation, 128–129
protagonists, 63
proximity, in relationship formation, 76–77
Publicis Groupe, 39
public speaking, 105–106
Raytheon, 97–98
reciprocity principle, 90
reference groups, 110–112
referrals, asking for, 108
reflection, 175–176
as anchor to the past, 5–6
doing versus, 1–3
outsight versus, 5–6
reinvention, 9
relational tasks, 14–15
relationships
balancing distance and closeness in leadership and, 134–135
buy-in based on, 44–50
charisma and, 50–53
narcissistic principle of, 75–77
network lag and, 99–100
storytelling and, 64–65
See also networks and networking
reliability, 85
Remnick, David, 122–123
reputation, 131
developing, for leadership, 4
hub versus bridge role and, 39
preservation of, versus learning, 150–152
resolutions, in stories, 63
risk taking, 150–152
Roizen, Heidi, 107–108
roles
authenticity and, 129–130
hubs versus bridges, 39–40
Rushdie, Salman, 153
Salomon Brothers, 125–126
Scarcity (Mullainathan and Shafir), 66–67
Schein, Edgar, 141
self-fulfilling prophecies, 46–47
self-knowledge, 2–3
self-monitoring questionnaire, 124
self-observer gap, 138–141
seven-year itch, 176–180
Shafir, Eldar, 66–67
shape-shifters, 122–123. See also chameleons
similarity, in relationship formation, 73–77
sincerity, 130
Sinek, Simon, 53
situation sensors, developing, 54–56
socialization of ideas, 38–39
social media
networking via, 105
Sondheim, Stephen, 93
sound bites, 38–39
Spiro, Jarrett, 93
stability, 176–180
changing jobs and, 174–176
identity stretching in, 132
predictable stages in, 165–174
process versus outcome focus in, 162–164
in changing identity, 153–154
conversion versus journey stories
in, 159–162
elements of good, 64
strategic thinking, 185–186
driving results versus, 13–14
top-down strategy versus, 43–44
vision and, 40–44
Swiss Re, 48–49
teams
creativity and diversity in, 92–93
leading, 37–40
threat assessment, 41
time management
apps for, 35
by leaders, 34–36
for outside projects, 57
for skill development, 27
for strategic thinking, 25–70
unscheduled time in, 65–67
TIME Planner, 35
Tipping Point, The (Gladwell), 99
Toggl, 35
transition to leadership. See stepping-up process
trends charismatic leaders and, 51
developing sensors for, 55–56
trials and tribulations, in stories, 64
turning points, 64
urgency
from leadership experience, 175
networking and, 83–84
self-motivation and, 167–168
Uzzi, Brian, 92–93
value creation
collaborative, job redefinition and, 12–15
micromanagement and, 31
self-image changes and, 11–12
values
authenticity and, 130–131
networking and, 82–83
vision, 40–44
short-term focus versus, 66–67
Vivaki, 39
Weather Channel, The, 54–55
Weick, Karl, 6
Welch, Jack, 20
Westphal, James, 99
West Side Story, 93
What Got You Here Won’t Get You There (Goldsmith and Reiter), 9
Where Good Ideas Come From (Johnson), 112
“Who Am I? Think Again” (Patel), 154–155
Willis, Gary, 122
Wilson, Bill, 110
Working Identity (Ibarra), 3
working the golden circle, 53
World Economic Forum, 189
Wuchty, Stefan, 92–93
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