Linchpin added January 22, 2011

The dust jacket of Linchpin describes Seth Godin's conceptualization of the term:

There used to be two teams in every workplace: management and labor. Now there's a third team, the linchpins. These people invent, lead (regardless of title), connect others, make things happen, and create order out of chaos. They figure out what to do when there's no rule book. They delight and challenge their customers and peers. They love their work, pour their best selves into it, and turn each day into a kind of art.

Linchpins are the essential building blocks of great organizations. Like the small piece of hardware that keeps a wheel from falling off its axle, they may not be famous but they're indispensable. And in today's world, they get the best jobs and the most freedom.

The table of contents is presented creatively and effectively: chapter/section headings are presented alongside brief summaries of the contents. An overview of the content of the book, not merely a summary of its organization, is found in the contents.

The general flow of the book is this:

1) There is a new world of work. The convergence of many factors has created an environment in which personal freedom in career design is widespread and enabling technologies make it possible for one person to have a disproportionate influence. Part of this new world of work is the possibility of eliminating many of the constraints (such as time and location) which formerly restricted innovation.

2) This new world of work demands a response: it is possible to embrace the opportunity and uncertainty of the new, or to cower in following the old, proven path. The problem is that the old paradigm is rapidly fading away; forces of globalization and economic uncertainty are redefining virtually every industry. Competence in the new economy entails realizing that distinctly human characteristics such as creativity and initiative are the true core competencies and that manual tasks that can be automated will be automated.

3) Some are well-positioned to take on the new world of work, but many traditional assumptions must be shed. Schooling produces conformity; average students in average programs learn how to do average work and will find that there is a shrinking demand for average labor. Solving well-defined problems within a contrived environment will earn good grades in the academic arena, but will not guarantee skill in the heterogeneous world outside of the classroom. Knowledge is important, but some types of knowledge are less helpful than others.

4) It is possible to foresee the results of being unprepared and purely reactive rather than proactive, and to take active steps to pursue a different reality. Godin discusses measuring things he considers to be of importance in adapting to the postindustrial world. The pursuit of perfection according to specifically defined metrics is important to an extent, but sometimes it is more effective to question whether the metric itself is the most appropriate one and to adopt a new strategy altogether.

5) Accomplishing valuable work requires working hard. Increased career freedom is not an empowerment for laziness and apathy. One of the most difficult things to do, however, does not involve great physical strength and stamina but rather fortitude to confront personal fears and continue in the face of setbacks.

6) The universal tendency to shy away from important work, to procrastinate, to embrace ease rather than significance, to seek security rather than success, must be continuously fought. Biological explanations aside, I view this problem as a result of the sinful state of man. The problem has a spiritual component, not merely a scientific one. The best way to avoid habits of laziness is to replace them with habits of diligence.

7) Generosity is one of the most helpful properties to develop as a leader. The Internet makes it possible to give many gifts at zero marginal cost. Leaders are generous toward others and behave themselves in unselfish ways. Quotations from the book of Proverbs would have been entirely appropriate. How can you lead if you have nothing to give?

8) There is no foolproof roadmap to navigating the new economy. Leaders are busy shipping ideas and trying new things, not waiting for someone to tell them what to do. Any employment situation that relies purely on a top-down definition of work objectives and methodologies limits the potential for value creation.

9) Becoming a leader is a matter of personal conduct, not pedigree. While some are naturally more inclined to lead in certain ways, the hard work required to lead always necessitates deliberate focus. One of the greatest hurdles of accomplishment in any area is the realization of the first milestone; this provides validation of potential and secures tremendous motivation. Again, the principle is discussed in Proverbs: "The discerning sets his face toward wisdom, but the eyes of the fool are on the ends of the earth" (Proverbs 17:24).

10) Working in isolation ensures diminished accomplishment; grand challenges are far more comprehensive than even the ideal potential output of any one person, but effective leaders know how to collaborate for improved achievement. A culture of connection must be fostered if the potential for powerful synergy is to be realized. Social intelligence is often at least as important as computational intelligence.

11) Seven core attributes or properties of linchpins are discussed. They provide a unique interface between members of an organization. They offer and deliver unique creativity. They manage situations and projects that are complex. They lead customers. They inspire staff. They have and provide thorough mastery of a domain of knowledge. They have unique abilities.

12) Sometimes creative endeavors fail. Diligence and generosity do not always meet with success. In such cases, it is important to be able to re-evaluate endeavors and understand the difference between a losing battle and a temporary setback. Blind determination should be avoided, as many factors influence the applicability and viability of an idea. Leaders must be devoted to their cause but cannot afford to ignore difficult realities that may force them to change their approach.

I recommend reading Linchpin, not because I agree with everything in it, but because it comes from an important voice and contains much valuable material. I also recommend subscribing to Seth Godin's blog and exploring his other work.