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. Have you ever found a shortcut that others missed? Seen a new way to resolve a conflict? Made a connection with someone others couldn’t reach? Even once? Then you have what it takes to become indispensable, by overcoming the resistance that holds people back.
As Godin writes, “Every day I meet people who have so much to give but have been bullied enough or frightened enough to hold it back. It’s time to stop complying with the system and draw your own map. You have brilliance in you, your contribution is essential, and the art you create is precious. Only you can do it, and you must.”
Ok. I read it. Not in one go, that is hardly possible. Sometimes I feel these kind of books are just a sequence of blogs. No problem with that, but it bit hard to read. Admittingly, I am still a Seth fan. Seths main points are to be different and toOk. I read it. Not in one go, that is hardly possible. Sometimes I feel these kind of books are just a sequence of blogs. No problem with that, but it bit hard to read. Admittingly, I am still a Seth fan. Seths main points are to be different and to get in the driver seat (you and your organisation). Your boss really wants an artist, someone who changes everything, who makes dreams come true. Fair enough. But only artists in an organization, would that work? I am not sure.
What the digital world brought us: if you read my blog, we both win. Giving away thoughts and ideas has become easier than ever before. I recall a discussion at the U of G about the sociality of giving. According to sociologist Marcel Mauss, reciprocity is always involved. I tend to doubt that, but who I am to challenge it. But giving is possible without expecting any return. It created the ever existing- gift economy. Real gifts do not require any return and the best gift is giving away art.
A few great remarks: The easier you can quantity something, the lower the value is. Plastic smiles do not have impact. Great work cannot be for everyone, else it would be mediocre.
Very much agree with : School (education at large) should teach students to solve interesting problems and to take charge. The there is no map chapter title is kind of hurting to a cartographer-at-heart, but the following remarks make up for that: Scientists make maps, and the map is never perfect. There is no map for leadership, no blueprint for art. If a map existed, it would not be art; art means you are looking for the road, without a map. I love it when there is no map. (so do I!) Mapmakers often have the confidence to make new maps, because they are knowledgeable.
Linchpin is not a must-read, but I do like most of the messages Seth brings us. And I should look into The Lonely Crowd (Riesman/Glazer/Denney) as well....Continua Nascondi
This books tells you what to do to be sucessful in nowadays' terms, but it doesn't tell you how to do it.The observations in it are insightful, but a bit too verbose, and highly motivational. I didn't quite like the metaphorical descriptions of someThis books tells you what to do to be sucessful in nowadays' terms, but it doesn't tell you how to do it.
The observations in it are insightful, but a bit too verbose, and highly motivational. I didn't quite like the metaphorical descriptions of some of the concepts.