Leading Out Loud: Inspiring Change Through Authentic Communications, New and Revised

by Terry Pearce

As the cycle of change increases its speed, leadership communication is becoming more important than ever. Since the original publication of Leading Out Loud in 1995, the development of a leader's message has become as critical to success as the delivery of that message. In this new and revised edition of his highly praised work, Terry Pearce explains how the events of recent years, including the information revolution, worldwide focus on terrorism, and the revelation of corporate scandals, have significantly increased the importance of authenticity in leadership to build loyalty in organizations. This new edition focuses on the source of a message for change, its development as a platform for leadership communication, and its many forms of expression from speeches to e-mails, memos, and even informal "water cooler" conversation. Pearce shows leaders in business, politics, and nonprofits how to communicate their values and vision to inspire commitment; he provides tools and examples from well-known leaders as well as less-known but effective change agents. Leading Out Loud gives readers concrete methods for improving their own communication by guiding them to do the internal work necessary for creating an honest and compelling vision, and by demonstrating how readers can find their authentic voice and articulate their messages with confidence. People make commitments, says Pearce, to causes they value and to people they respect and trust. An authentic voice and an inclusive perspective are requisites for any leader who would inspire change. Trust is built by communicating from both the mind and the heart, speaking directly to the minds and hearts of others, listening to their response, and respecting their points of view. All leaders will benefit from Pearce's wisdom, as will anyone else who wants to inspire positive change through others.

Genres: Leadership, Nonfiction, Business, Communication, Management, Education

200 pages, Hardcover

First published March 17, 2003

Reviews

[Jim Razinha · Rating 2 out of 5]

This was a rabbit hole book...Lee Cockerell relayed in his The Customer Rules something he read in this book, so I read it. BLUF*: When it was first published (1995), I wouldn't have appreciated it; when this new edition came out (2003) I probably would have gotten more out of it, but I've learned a lot in the past 11 years that puts this into the entry level category.

This is much less a leadership book than an anecdote book. If you like stories, this book may be for you. Pearce like to talk. And I marked a few places a "gibberish" (one on teleprompters) but that's probably unfair. If you like quick summaries at the end of the chapter, well, there are a few.

Still, there are always some nuggets that can enhance a toolbox. There is a pretty good summary on "Building Trust and Establishing Competence".

Read it for information and exposure. Then go find other books on communicating as leaders.

[Jason Smith · Rating 2 out of 5]

I read this for a business communications class. The first part is fair to middling, with the standard rebranding of ethos, pathos, and logos. He makes some decent points about using metaphor and analogy. The second half of the book should be 90% shorter than it is. Pearce rambles about creating a communication guide and repeats and repackages everything from part one. To quote Stephen King, "most books about writing are filled with bullsh*t". that sums up part two.

[Jennae · Rating 4 out of 5]

Read this in my one of my MBA classes. I appreciate the insights I gained from it on authentic leadership and also connection through writing. The process of writing what you believe and what to lead change on can be a revelatory experience and help clarify your own thoughts and motives before you begin to lead others.

[Chris Friend · Rating 3 out of 5]

Clear and helpful, not inspiring or life-changing. Would appreciate a single-page note sheet of the highlights for reference. (I read the audiobook, which makes high-level structures tough to envision, and those would be useful here.) I find it interesting how much of this—especially the section on answering questions—applies to teachers in the classroom.

[Kaitlyn Miller · Rating 4 out of 5]

I listened to an audiobook version of this for school, which made it easier to get through it quicker while taking notes. It was a very thoughtful book and had a lot of great points. However, I think the book could have the same effect in half the number of pages or less. The overall summary this book has of being a good leader can be boiled down to: have an open mind and good intentions.

[Merilee W · Rating 4 out of 5]

Leading Out Loud argues that leaders should speak authentically to build loyalty, commitment, and enthusiasm in their organizations. It is a workbook that asks you to do a lot of inward reflection on your values.

[Vitaly Kirkpatrick · Rating 5 out of 5]

The author does a great job instructing how to be a great leader.
A few notes stood out to me from reading "Leading out Loud."

"Who are you?"… "I am a free man!" (Pearce & Komisar, 2013, p. 11)
Today "I am a free man!" and building my inspirational future. As a leader, it is my responsibility to share and show that every life counts, no matter how lonely we feel. Going back, dreaming, remembering, and recalling, I will communicate my experiences in writing or words, reviving every moment I went through, breaking loose, and telling another story of someone who counts…me. We are all the same human beings but so different from one another. Only if we could find a way to be different together can we get along with each other.
"I am a free man!" – This is what every leader should be able to say. Personal issues (the daemons, as I call them, which draw a leader down) should not interfere with professional problems. A leader will successfully lead others and bear the burdens of others only if this leader can free himself up and honestly exclaim in his heart: "I am a free man!"

"The leader can observe, contemplate, study, and speak-and. We must do all of these wells. But change only happens with action. We hear about action because, without it, the message means nothing." (Pearce & Komisar, 2013, p. 158)
My dreams as a leader to myself and others became true because of my actions without any fear of trying something new, experimenting, and taking new challenges and risks upon myself.

"Clarity and strength of purpose help establish competence and compel others to engage. They do not commit you to inflexibility but do establish your desire to engage." (Pearce & Komisar, 2013, p. 88)
I realize that every message communicated with no "clarity and strength" has consequences. Those consequences are often emotional and do not enable the leader to lead. The dynamic connection link is broken, and the competency and credibility of his message do not exist.

"Authentic communication is a continual dance between the heart and the mind, and between you and those with whom you communicate.”…” As you are passionate, convinced, and committed about the change you want to make, others can become passionate, convinced, and committed as they engage with you around your message." (Pearce & Komisar, 2013, p. 77)
The first time I recognized the power of authentic communication was in high school while writing poems. Through poems, I have been inspiring audiences in Ukraine since my first class presentation through myths, stories, and experiences expressed in my poetry. Unfortunately, even though telling stories through poems came to me naturally, after so many years, only recently, by taking this beautiful communications class, I have realized that leaders that have the power to connect the heart and the mind will, indeed, motivate and inspire their listeners and will change their stories and lead organizations to success.

[Maron · Rating 3 out of 5]

Although seemingly dated, this book contains so many valuable timeless nuggets. I am not sure how I will apply the concepts, but the examples provided and the chapter summaries are super helpful. My favorite sections: building trust and establishing competence, creating shares context, and invested listening.


Note for myself
pg. 4 - "leaders see what is needed and inspire others to take action to effect change."

[Nick · Rating 4 out of 5]

I don't want to be cranky about this book, since it covers authentic communications, and I'm bringing out a book on the same subject in January. But the topic here is discussed in such a general way that I can't see how it helps much. It is full of good stories, but here's the (painfully simple) advice: 1. Discover what matters. 2. Apply courage and discipline. 3. Decide to lead. 4. Connect with others. 5. Establish competence and build trust. 6. Create shared context. 7. Describe the future. 8. Commit to action. That's about it. Oh yes, listen carefully. I'm sorry, but it doesn't get much more specific than that. Granted all these things, it seems to me that a competent book on the subject would tell you how to accomplish these worthy adjurations.

[Andy · Rating 1 out of 5]

For someone making a big deal about authenticity, there's not much there there. He name-drops Joseph Campbell and such, but I've read Joseph Campbell and he is no Joseph Campbell. He lost me when he recommended General Theory of Love as a brilliant book. Also, touting Howard Schultz as a great leader because he cares so much about his employees is ludicrous, since Schultz is well-known now as a union-buster and maintainer of a system with brutal part-time scheduling for workers: https://www.nytimes.com/2023/07/21/op...

[Chu Qiao · Rating 4 out of 5]

Good book! It made me think a lot about leadership and communication skills. As a leader, you don't only listen to the content of communications or complaints. It is important to hear the emotions behind communication. People need to be felt heard and connected.

As a leader, you should use both your credentials and authenticity to drive your points home. How to engage people and make people involve your cause. an environmentalist's quote

The mind makes a decision based on agreement with the information. The heart makes a commitment based on a feeling of connection to the leader.

[Dan MacInnis · Rating 5 out of 5]

How do you communicate authentically? Terry Pearce from the book Leading Out Loud believes it is a combination of appealing to the mind and heart.

Mind looks for evidences
The heart looks for passion
The mind weighs up facts
The heart acts on faith
The mind looks for purpose
The heart seeks meaning
The mind believes
The heart trusts
Both are necessary for committed action.

"Motivation", Pearce says," is about getting people to do things. Inspiration is about getting people to believe in things."

[Amaha · Rating 3 out of 5]

I didn't like this book when I first read it, and gave up halfway through. As I've started to do more work as a speech writer, I've come to appreciate and use it more.

Not an all-purpose book about leadership like Leadership on the Line, this is a more narrow guide to creating and delivering "change messages" (i.e., speeches, written communications, etc.). You can skim most of Part 1 (except for "Discover What Matters", which is invaluable) and the end of Part 2.

[Sonnet · Rating 4 out of 5]

A good book that focuses on communication and leadership. Encourages the reader to create a Personal Leadership Communication Guide. Thinking of creating my own before the end of the year, just to see how it works and what it is like.

[David Robillard · Rating 5 out of 5]

Excellent leadership book. A must read for everyone, not just people who manage employees.

[Jo · Rating 3 out of 5]

Great information, reads a bit like a text book. Glad I hung with it for it's given me food for thought in my leadership style...

[James G. · Rating 4 out of 5]

Lots of sound advice - off to craft the recommended Personal Communication Plan! Good lessons I will carry with me for a lifetime. Did on audiobook. Found it 'cause I liked the reader ;)