Review of Responsible Influence
Posted: 12 Jul 2024, 13:49
[Following is an official OnlineBookClub.org review of "Responsible Influence" by Brian Smith and Mary Griffin.]
Responsible Influence: Build the “I” in Team by Brian Smith and his daughter Mary Griffin is the third book in the “I” in Team series. The book begins with a foreword by Rusty Komori (who won 22 consecutive state championships). Smith and Griffin added this foreword to emphasize the importance of positive influence and proactive leadership. In addition, this foreword hooks you into reading the book’s eight chapters.
In the introduction, Brian and Mary recap their concept of the “(I)individual,” explaining how it represents both single persons and groups working toward a common goal. They discuss the evolution of their series and highlight the focus of this book, namely, responsible influence. I only read the first two books in the “I” in Team series. Still, this third book seems sufficient as a stand-alone read because the introduction and first chapter recap the first two books.
In the first chapter, “Life Review,” Smith reflects on his journey from founding System Design Consultants (SDC) to his experiences with Parsec Group (SDC’s evolution). He discusses his personal growth, the consequences of arrogance, and taking responsibility for one’s influence.
The second chapter, “The Present State of Leadership,” critiques current leadership trends (because they are overly individualistic), emphasizing servant leadership and emotional intelligence. The authors discuss the value of empathy, motivation, and self-awareness in successful leadership.
In the third chapter, “Dangers, Troubles, and Snares,” Smith and Griffin cover the potential pitfalls in team dynamics, such as the misuse of assessments (like Myers-Briggs) and the impact of family relationships in business (including nepotism). They stress the value of understanding individual and collective (“(I)individual”) influences to foster a cohesive team.
The fourth chapter, “Managing Fractured Teams,” discusses the psychological aspects of team dynamics and the value of empathy, loyalty, and understanding individual quirks. In addition, the authors address the impact of technology and the shallow nature of “cancel culture.” I like that they show examples of both sides of the political spectrum (left-wing and right-wing) committing this shallowness.
In the fifth chapter, “The Foundation of Your Leadership Style,” Smith and Griffin highlight self-awareness, motivation, and inspiration in leadership. They encourage leaders to set up their team members for success and foster an environment of active listening and transparency.
The sixth chapter, “Objectivity,” shows us the balance between objectivity and compassion, the role of intuition, and the challenges we face with (conscious, subconscious, and unconscious) bias and emotional reactions.
In the seventh chapter, “Building Culture,” Smith and Griffin emphasize creating a safe space for emotional expressions and maintaining open communication, such as the open-door policy. They encourage leaders to recognize each team member’s value and ensure everyone aligns with the organization’s mission.
The eighth and final chapter, “I Am We,” explains Smith and Griffin’s use of “we” to emphasize collective responsibility. They differentiate between mentoring (longer-term) and coaching (shorter-term), highlight the value of support staff, and examine the impact of organizational culture.
I liked the book’s thoroughness and its educational value. I learned about conative tests (Kolbe assessment), the “Clover Leaf Effect,” the difference between “speaking to” and “speaking at,” and the angel/demon bias, which I had never heard of before. I also liked the book’s comparisons, such as comparing individual influence with the butterfly effect. In addition, I enjoyed that Smith offers real-life examples (both past and present) of his shortcomings and lessons, making this book relatable.
I disliked that some concepts, like S.M.A.R.T., were repetitive. In addition, although the book distinguishes between "we" and "I," it seems to be only Smith's voice. However, these possible drawbacks do not detract from its quality. I rate it 5 out of 5 stars. I recommend this book to all business leaders and all employees, regardless of their rank or level in their companies.
******
Responsible Influence
View: on Bookshelves
Responsible Influence: Build the “I” in Team by Brian Smith and his daughter Mary Griffin is the third book in the “I” in Team series. The book begins with a foreword by Rusty Komori (who won 22 consecutive state championships). Smith and Griffin added this foreword to emphasize the importance of positive influence and proactive leadership. In addition, this foreword hooks you into reading the book’s eight chapters.
In the introduction, Brian and Mary recap their concept of the “(I)individual,” explaining how it represents both single persons and groups working toward a common goal. They discuss the evolution of their series and highlight the focus of this book, namely, responsible influence. I only read the first two books in the “I” in Team series. Still, this third book seems sufficient as a stand-alone read because the introduction and first chapter recap the first two books.
In the first chapter, “Life Review,” Smith reflects on his journey from founding System Design Consultants (SDC) to his experiences with Parsec Group (SDC’s evolution). He discusses his personal growth, the consequences of arrogance, and taking responsibility for one’s influence.
The second chapter, “The Present State of Leadership,” critiques current leadership trends (because they are overly individualistic), emphasizing servant leadership and emotional intelligence. The authors discuss the value of empathy, motivation, and self-awareness in successful leadership.
In the third chapter, “Dangers, Troubles, and Snares,” Smith and Griffin cover the potential pitfalls in team dynamics, such as the misuse of assessments (like Myers-Briggs) and the impact of family relationships in business (including nepotism). They stress the value of understanding individual and collective (“(I)individual”) influences to foster a cohesive team.
The fourth chapter, “Managing Fractured Teams,” discusses the psychological aspects of team dynamics and the value of empathy, loyalty, and understanding individual quirks. In addition, the authors address the impact of technology and the shallow nature of “cancel culture.” I like that they show examples of both sides of the political spectrum (left-wing and right-wing) committing this shallowness.
In the fifth chapter, “The Foundation of Your Leadership Style,” Smith and Griffin highlight self-awareness, motivation, and inspiration in leadership. They encourage leaders to set up their team members for success and foster an environment of active listening and transparency.
The sixth chapter, “Objectivity,” shows us the balance between objectivity and compassion, the role of intuition, and the challenges we face with (conscious, subconscious, and unconscious) bias and emotional reactions.
In the seventh chapter, “Building Culture,” Smith and Griffin emphasize creating a safe space for emotional expressions and maintaining open communication, such as the open-door policy. They encourage leaders to recognize each team member’s value and ensure everyone aligns with the organization’s mission.
The eighth and final chapter, “I Am We,” explains Smith and Griffin’s use of “we” to emphasize collective responsibility. They differentiate between mentoring (longer-term) and coaching (shorter-term), highlight the value of support staff, and examine the impact of organizational culture.
I liked the book’s thoroughness and its educational value. I learned about conative tests (Kolbe assessment), the “Clover Leaf Effect,” the difference between “speaking to” and “speaking at,” and the angel/demon bias, which I had never heard of before. I also liked the book’s comparisons, such as comparing individual influence with the butterfly effect. In addition, I enjoyed that Smith offers real-life examples (both past and present) of his shortcomings and lessons, making this book relatable.
I disliked that some concepts, like S.M.A.R.T., were repetitive. In addition, although the book distinguishes between "we" and "I," it seems to be only Smith's voice. However, these possible drawbacks do not detract from its quality. I rate it 5 out of 5 stars. I recommend this book to all business leaders and all employees, regardless of their rank or level in their companies.
******
Responsible Influence
View: on Bookshelves