Linchpin: Are You Indispensable?

by Seth Godin

Linchpins do two things for the organization. They exert emotional labor and they make a map. Those contributions take many forms. 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

If you actually work for an organization that insists you be mediocre, that enforces conformity in all its employees, why stay? What are you building? The work can’t possibly be enjoyable or challenging, your skills aren’t increasing, and your value in the marketplace decreases each day you stay there. And if history is a guide, your job there isn’t as stable as you think, because average companies making average products for average people are under huge strain.

It’s entirely true that your boss won’t take the fall for you, won’t stand up for you when you royally screw up without notice, and won’t guarantee your success regardless of your behavior. If that’s your definition of “my boss won’t let me,” then we have a semantic problem, not a management problem. A cornerstone of your job is selling your boss on your plans, behaving in a way that gives her cover with her boss, being unpredictable in predictable ways. You can’t go from being a junior account exec to flying the company’s biggest client to Cannes in a private jet and expensing it a month later. You don’t start with the confidence of the company; you earn it.

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 cycle begins, you can be sure it will continue.