Seth Godin‘s new book, Linchpin:  Are You Indispensable?, proposes that there are three teams in every workplace: management, labor, and a new team — linchpins.

Linchpins, Godin suggests, “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.”

Godin challenges us to “make an indispensable contribution to something you care about.”  We think that’s a great challenge.

• What do you care about in your organization?  Are you excited about the direction your organization is headed?  Are you building a culture that engages your customers?
• Do you understand your personal strengths well enough to know where you can make a unique contribution?
• Have you connected your strengths to the challenges and opportunities your organization faces?

Let us know where you see this happening.  Tell us about the Linchpins in your workplace!

You’re sitting in a meeting and someone starts talking about “vision.”  You immediately start looking at your Blackberry.  Not only are you frustrated that you and your colleagues left your Buzzwork Bingo cards in your office, discussions of vision just aren’t what floats your boat.  ”Vision” never helps you get things done.  It’s just a waste of time dreaming about something that isn’t going to happen anyway.

You’ve just experienced your “lizard brain” kicking in.

Seth Godin has a blog post that discusses some of the effects of the lizard brain, and it reminded us of what we call “filters.”  Read the post and let us know what you think.  What creates resistance in you?  What does leadership announce that makes your amygdala fire?

Our next post will be about Seth’s new book, Linchpin:  Are You Indispensable?

I heard Dan Pink on Talk of the Nation yesterday discussing his new book, Drive.  Listeners called in to talk about their work experience and share what they would change about their workplace in order to be more motivated.  One man called in and said that he felt like management is just there to get people to follow their whims.  When Dan asked what the caller would change to make things better, the man replied that he would have management sign a contract saying that if they create a direction for the next six months, it should stay in place for the whole six months!

Dan connected this to engagement levels and the fact that they are dropping in many companies.

This resonates with what we hear all the time. People want a sense of direction they can count on.  It doesn’t have to be a clear vision all the time, but some sense of where they are going.  The lack of direction effects engagement and it’s part of what’s necessary to be in Sync.

If you want to see Dan talk about Drive, you can see his TED talk here.

What do you see?

When we ask this question, many people comment on the Greek revival building and the city in the background.  Others see the businessmen in suits.  Some can’t see the businessmen at all even after we point them out.;

This is exactly what happens when people look at your organization.  Our natural tendency is to assume that others see the same things we do.  We think people care about the same things we do … or at least they should. (more…)

I had lunch recently with an executive who left a very successful company after helping them grow both the top and bottom line.  I asked him why he left and he said, “It’s so hard to lead from the middle.”  He went on to explain that though he liked the president of the company as a person, the lack of direction was more than he could tolerate.

This story illustrates why great people often leave companies who need them.  I’ve heard the same idea described in different ways.  For instance, another senior person who left a great company said “I just didn’t see a future I could get excited about.” (more…)

I was meeting with a CEO earlier this week, and he emphasized several times during our conversation that when CEOs consider getting outside help to promote sync they ask, “What’s the ROI?”

This raises an important question:  How does one measure the ROI of getting in sync?  It’s intuitively obvious that being in sync is helpful. Having an organization in which everyone is working to move you in the same direction is more cost effective than the alternative.  And having a customer promise that is in sync with the value you actually deliver will certainly get you better financial results.  But where’s the quantitative data? (more…)