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.
The review goes on to summarize:
There used to be two teams in every workplace: management and labor. Now there’s a third team, the linchpins. These people 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.
Linchpins are the essential building blocks of great organizations. Like the small piece of hardware that keeps a wheel from falling off its axle, they may not be famous but they’re indispensable. And in today’s world, they get the best jobs and the most freedom.
Meanwhile I found a post by Godin at Huffpo where he seems to be just now figuring out that we’re seeing a structural transformation from command and control to network infrastructures for organization. Surely he saw this long ago? A quote:
But if your business deals in ideas, control will stifle them. If your organization deals with the public, control will inevitably alienate your best customers. When United Airlines tries to control the way customers deal with their policies, they end up with United Breaks Guitars, not profits or market share.
Worse still, a rapidly changing competitive environment means that control is a losing strategy. Record companies tried to control technology and they lost. AT&T thought they could control how people used a telephone and they lost as well.
Is there any doubt that the world is going to go faster, not slower? Any doubt that non-state actors are going to have more influence on world affairs than ever before? Any doubt that technology will continue pushing us along a slippery slope where control is not a winning strategy?