Home' HR Monthly : June 2019 Contents June 2019 HRM magazine 37
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HOW TO BE YOU
AND LEAD TRUE
Real Communication begins with a definition
of ‘trust’ from the Oxford Dictionary. This is
followed by a slightly different definition from
the Cambridge Dictionary. So, within reading
two pages of the first chapter, I was instantly
inclined to dislike the book.
I can’t tell whether my reaction stemmed
from literary snobbery or a disinterest in being
patronised. I can see what the author was trying
to do – simplify the word as part of an argu ment
that communication should be simple.
But this simplification becomes
oversimplification. I skimmed past both
definitions to the helpful section of the book
about how truth should be ingrained into the
foundation of leadership.
There are numerous stories, puns and so on,
that are designed to entertain but I found myself
skim reading past the fluff.
The book is broken down into three parts:
‘Why you need to get REAL now’; ‘How we
get Real Engagement’; and ‘How we practise
Authentic Leadership’. I personally found
chapter three particularly helpful. It breaks
down when using jargon is appropriate.
But not all of Dolan’s attempts at
entertainment are skippable. For instance, in
the seventh chapter, ‘ Visualise information’,
she goes into an interesting description of a
PowerPoint and overhead projector and how the
transition between the two occurred.
At the end of each chapter are helpful bullet
points summarising what you’ve just read.
These are great as they can easily be written
down and integrated into your daily routine.
The most unusual yet charming addition
to this book is found at the end. Dolan has
written down her contact details so you can
get in touch, which shows she practices what
she preaches; open and clear communication.
My final criticism is that the design choices
for this book are baffling. For example, there
are no closed quotation marks. This left
me scratching my head trying to decipher
between when a tweet she quotes ends and
when her narration starts again.
However, if you can get past that, and
the frustration of skim reading fluff, then
you will find an array of useful information
that Dolan has clearly put together with
TITLE, POSITION, AND
TIMOTHY R. CLARK
Every day, in every action, you choose
whether you want to be a leader. To increase
your leadership skills, you must build
your “competence and character” to work
effectively and to inspire others to follow you.
Consultant Timothy R. Clark argues that
“influence” forms the basis of leadership, no
matter how many people you influence – one
or many, and that influence also requires
being capable and of good character.
THE POWER OF
OPENNESS, AND TRUST
EDGAR H. SCHEIN AND PETER
When leaders follow outmoded autocratic
models, their organisations may stumble into
becoming joyless, transactional, coercive and
deadening shells. These leaders perpetuate
a culture that lacks trust, candor and amity.
In today’s V UCA world – characterised
by volatility, uncertainty, complexity and
ambiguity – versatile leadership makes more
sense than the shopworn model of lofty
corporate “heroes and disruptors” who are
supposedly invincible. Edgar H. Schein, a
management scholar, and his son Peter A.
Schein, an expert on organisations, explain
how to achieve cultural change through
“humble leadership.” They guide leaders to
create a culture of collaboration, engagement
and trustworthiness. Their guidance will be
especially useful to coaches, mentors and HR
officials who work on leadership development.
Twenty-first century leaders are paving the
way while being humble, open and effective.
BY SAMANTHA SMITH
Give me that
The world works when talented people come together to
get a job done. Find your next great hire on indeed.com.au
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