Seth Godin is one of my favorite authors. I just finished reading “Linchpin” .The first paragraph on the inside jacket which convinced me to buythe book says “The only way to get what you’re worth is to stand out, to exert emotional labor, to be seen as indispensable, and to produce interactions that organizations and people care deeply about.” Personally, I think that is a powerful statement!

When you remove the jacket of the book there is a collage of photographs. In the middle of all the photos is a caption “Will you make a difference”. Being very curious I carefully studied each photo trying to recognize the people only to discover there is only one person I recognize and blown away that I know her personally! Congrats Flo Schell 

As I said, Seth Godin is one of my favorite authors. He is a favorite because he makes me think. He makes me think hard!  After reading the first few chapters I recommended the book to one of my franchisee focus groups. A few members read just the first chapter and requested that we make it part of our next discussion topic.  Our goal is to make ourselves indispensable which will make COMPUTER EXPLORERS indispensable.

Some of the things that I learned after reading Linchpin:

  • You don’t become indispensable merely because you are different. But the only way to be indispensable is to be different. That’s because if you’re the same, so are plenty of other people.
  • The only way to get what you’re worth is to stand out, to exert emotional labor, to be seen as indispensable, and to produce interactions that organizations and people care deeply about.
  • Markets are crying out. We need to stand up and be remarkable. Be human. Contribute. Interact. Take the risk that  might make someone upset with your initiative and  innovation.
  • Perhaps your challenge isn’t finding a better project or a better boss. Perhaps you need to get in touch with what it means to feel passionate. People with passion look for ways to make things happen.

Seth says that Linchpins do two things for the organization. They exert emotional labor and they make a map. He lists seven abilities of the Linchpin:

  1. Providing a unique interface between members of the organization
  2. Delivering unique creativity
  3. Managing a situation or organization of great complexity
  4. Leading customers
  5. Inspiring staff
  6. Providing deep domain knowledge
  7. Possessing a unique talent

 When I review the abilities above I realize I’m closer than I thought to being a Linchpin. 

How close are you?