Linchpin: Are You Indispensable?

by Seth Godin

Here is one way to think about the list of what makes you indispensable: 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

Creativity is personal, original, unexpected, and useful.

Unique creativity requires domain knowledge, a position of trust, and the generosity to actually contribute.

Delivering unique creativity is hardest of all, because not only do you have to have insight, but you also need to be passionate enough to risk the rejection that delivering a solution can bring.

As markets fragment and audiences spread, consumers are seeking connection more than ever. In short, we’re looking for people to follow, and for others to join us as we do.

The linchpin changes that. Understanding that your job is to make something happen changes what you do all day. If you can only cajole, not force, if you can only lead, not push, then you make different choices.

Earlier, I argued that having deep domain knowledge by itself is rarely sufficient to becoming indispensable. Combining that knowledge with smart decisions and generous contributions, though, changes things.

Mentoring is rarely about the facts of the deal (the facts are easily found), but instead is a transfer of emotion and confidence.

Mapmakers often have the confidence to draw maps because they understand their subject so deeply.

Batman or Superman wouldn’t need an introduction, but the lesser (lower-rent) heroes had to speak up and describe their superpowers.

If you want to be a linchpin, the power you bring to the table has to be very difficult to replace. Be bolder and think bigger. Nothing stopping you.

Humility is our antidote to what’s inevitably not going to go according to plan. Humility permits us to approach a problem with kindness and not arrogance.

Understand that there’s a difference between the right answer and the answer you can sell.

Focus on making changes that work down, not up. Interacting with customers and employees is often easier than influencing bosses and investors.

Over time, as you create an environment where your insight and generosity pay off, the people above you will notice, and you’ll get more freedom and authority.

Don’t ask your boss to run interference, cover for you, or take the blame. Instead, create moments where your boss can happily take credit. Once that cycl...