Linchpins: Who are they?

Seth Godin has been one of my favorite authors for some time. His (in my opinion, greatest) book is called Linchpins.

I think he's an artist of the greatest kind, one who creates truly usable and relevant thoughts. Ok, enough about my love of Seth.

I wanted to exercise some of the ways I see and identify the qualities he talks about of indispensable linchpins in his book in my own way. So, the following is the qualities of a "linchpin" and what to do when you think you've got one.

Who are they?

They’re the ones who may not ask for the credit, but deserve it. The guy who tirelessly works on things and seemingly every day comes up with great, new ideas. This person wants to be valued, but knows credibility is earned… AND is willing to work hard to be valued. They don’t always agree, but thoughtfully comment and provoke conversation. Want a debate? Let’s go. Need something yesterday? Fine. This guy isn’t the just the hardest worker, he’s the smartest. He can sell, make, talk, write, and do – all at the same time. They’re a blue-skies thinker, but act in swift manners on small tasks. They always seem to be working on something important. They seem to get the job of 3 people done by themselves. They expect others to play team ball and are quick to share, collaborate and offer up advice when asked. This person doesn’t call himself a leader, others call him one though. This guy is genuinely excited about his work. He isn’t one to self-promote or call out his wins in a victory dance. He sometimes pisses people off by coming across crass or rude, but honesty hurts sometimes and he’s willing to shed the façade of politics in the nature of transparency and productivity. They understand that the process of planning is often more important than the plan. They don’t complain unless they’ve got a better option. They think hard. This guy doesn’t necessarily need anyone to help him be more effective, and seemingly needs fewer resources to achieve an objective.

So, you think you got one? Now what?

First and most importantly, pay this person Top of Market. They deserve it and if you don’t someone else will. Secondly, generally stay out of the way but in the loop. Know what this person is achieving and learn from them. Don’t cater to their every whim, but genuinely care about their opinion and help them to grow. Also, keep plenty on their plate. This person won’t need to be “assigned” many things, because they’ve thought through what needs to be done and is already doing it. Help to facilitate their plan and support them however is best and the least obstructive way possible. Don’t manage this person, coach and teach them. They aren’t going to produce better, faster, or more because of you. They’ll do it because it’s important to them. Don’t make this person into your MJ of Nike automatically, but let them decide the visibility they want and discuss your plan together. Provide an example for them to continue to be better – not everyone who is a linchpin will stay that way, but longevity of linchpins is strengthened if they have a path of encouragement and continuous improvement. This is accomplished through having a great embodiment of something better to strive to emulate. Let him create his own reality. If you do, the outcome is far greater than if you corner him into expectations and confine his reach. Don’t subscribe this person to the rules of the rest. This person deserves exception.

Winners know when they’re on a losing team. The people you surround your linchpin with are going to determine if you hit your goals or if you embarrass your pithy goals and demolish expectations.

Now, Go. Identify your Linchpins. And… make something happen.