Leading Out Loud: Inspiring Change through Authentic Communications

Citation

Rausch, E. (2004), "Leading Out Loud: Inspiring Change through Authentic Communications", Leadership & Organization Development Journal, Vol. 25 No. 1, pp. 113-115. https://doi.org/10.1108/01437730410512831

This is an interesting book, not only for those who are in leadership positions. It is also relevant for those of us who are in leadership roles less continuously, by choice or because we are thrust into them.

Leading Out Loud speaks to us when we are taking the lead on a project, in a team, as teachers, as religious leaders, and possibly even in our family situations. As the title implies, its messages apply whenever we want to, or need to, bring about change.

When reading this book one cannot help but follow Pearce's lead to think about the need for a platform from which to communicate the need for the change we are advocating. This platform has to be built on developing and understanding of the shared context, of images that resonate with our audience, on true passion for our cause, and possibly most important of all, on authenticity.

When we want to lead others in such a way that they do more than just our bidding, blindly or even reluctantly – if we want them to follow with enthusiasm – then authentic communications is the key that can open the door through which they must pass.

Pearce starts with the basic premise that leaders see what is needed and inspire others to take action to effect change. When doing that, leaders must first define themselves and then emotionally connect with those they want to lead, so their message will resonate. This means they must do much more than transfer information – they must transmit what they see and feel so others can come to share their enthusiasm.

To build authenticity, trust is needed and that requires careful development of all three relationships, those between leader and message, between the message and other people, and between the leader and those who are expected to follow. A carefully developed message platform is not enough. It is also necessary to provide proof that the competence is there to meet the challenges that the change will bring.

Extensive sharing of the decision making process is essential, as is empathy with the views of followers and with the demands the tasks will place on them. That naturally introduces the reader to the leader's role in implementation which starts with describing what the future will look like – what achievement of the vision will bring. The leader's involvement in the required actions, and the request for action on the part of others are the last step in the process of “leading out loud”.

Pearce presents this view of leadership in an enjoyable, easy‐to‐read style with many anecdotes and examples from leaders in every environment – political, business, social action.

Though the book's positive qualities far outweigh the negatives, I found it unfortunate that there were many conceptual omission and fairly petty problems that, for me, detracted from enjoyment of the book and its message.

Most importantly, it disappointed me with its title that I had not read carefully enough – Leading Out Loud implied to me that the book would be about an important, possibly underemphasized aspect of leadership. Had I paid more attention to the sub‐title “Inspiring Change Through Authentic Communications”, my expectations might have been more realistic.

The book speaks not so much of leadership but rather of communications that are intended to bring acceptance of a change that the leader considers necessary to bring understanding and “resonance” with a vision. Leading toward change is certainly an important, and maybe the most important aspect of leadership, but it fails to connect the message with all the other responsibilities of leaders and does not even acknowledge the leadership role in continuing on a course without change. Moreover, by using mostly high‐level examples, it seems to me that the book does not really speak effectively to the greatest proportion of those who lead toward change and who are not big wheels otherwise, – the teachers and instructors, the professionals who are thrust into leadership roles in meetings or on projects, and of course, the parents in families. I would have liked to have seen some examples from family life and professional activities. Even more important to me would have been examples of effective leadership in the classroom and from the pulpit, because the book's message applies at least as much to leading toward change in those areas.

Finally, among the negatives is the rambling that significantly expands the message with redundant discussions which also detract from the clarity of the message.

So, what is the bottom line? Leading Out Loud is an interesting book from which we can glean many valuable ideas and suggestions. As with all learning by mature individuals, it takes some effort to ferret out what is specifically useful to the reader.