Choice Cuts from Linchpin

The tragedy is that society (your school, your boss, your government, your family) keeps drumming the genius part out. The problem is that our culture has engaged in a Faustian bargain, in which we trade our genius and artistry for apparent stability.

This book is about love and art and change and fear. It’s about overcoming a multigenerational conspiracy designed to sap your creativity and restlessness. It’s about leading and making a difference and it’s about succeeding. I couldn’t have written this book ten years ago, because ten years ago, our economy wanted you to fit in, it paid you well to fit in, and it took care of you if you fit in. Now, like it or not, the world wants something different from you. We need to think hard about what reality looks like now. What if you could learn a different way of seeing, a different way of giving, a different way of making a living? And what if you could do that without leaving your job? This is not a book for the wild-haired crazies your company keeps in a corner. It’s a book for you, your boss, and your employees, because the best future available to us is a future where you contribute your true self and your best work. Are you up for that? One promise: the world to come (and this book) is neither small nor flat.

It’s time to stop complying with the system and draw your own map. Stop settling for what’s good enough and start creating art that matters. Stop asking what’s in it for you and start giving gifts that change people. Then, and only then, will you have achieved your potential.

After years of being taught that you have to be an average worker for an average organization, that society would support you for sticking it out, you discover that the rules have changed. The only way to succeed is to be remarkable, to be talked about. But when it comes to a person, what do we talk about? People are not products with features, benefits, and viral marketing campaigns; they are individuals. If we’re going to talk about them, we’re going to discuss what they do, not who they are. You don’t become indispensable merely because you are different. But the only way to be indispensable is to be different. That’s because if you’re the same, so are plenty of other people. The only way to get what you’re worth is to stand out, to exert emotional labor, to be seen as indispensable, and to produce interactions that organizations and people care deeply about.

Every successful organization has at least one linchpin; some have dozens or even thousands. The linchpin is the essential element, the person who holds part of the operation together. Without the linchpin, the thing falls apart.

If your boss won’t raise your bar, you should.

Fearless doesn’t really mean “without fear.” What it means in practice is, “unafraid of things that one shouldn’t be afraid of.” Being fearless means giving a presentation to an important customer without losing a night’s sleep. It means being willing to take intellectual risks and to forge a new path. The fear is about an imagined threat, so avoiding the fear allows you to actually accomplish something. Reckless, on the other hand, means rushing into places that only a fool would go. Reckless leads to huge problems, usually on the boss’s dime. Reckless is what led us to the mortgage and liquidity crisis. Reckless is way out of style. Feckless? Feckless is the worst of all. Ineffective, indifferent, and lazy.