Linchpin: Are You Indispensable? Part XI

(V) The Linchpin Is More Emotional, Gift-Giving, Visionary, and Mature.

Artists Ship!

You should click send on your blog, you should ship your creativity, do not delay because the lizard brain will stop you. You should resist the thought that you should not create art. What slows us down is the thrashing, and the coordination. Thrashing is adjusting of ideas as they are being developed, and coordination is the getting everyone to agree to an objective. The reason that a startup has an easier time getting a product to market than a corporation is that it has few people to coordinate. TO overcome the coordination problem you need to be exceptionally secretive which calls for the exclusion of certain people, then you need to appoint one person to run it. Write your ideas down, action them, then ship them. DO not be selfish. Linchpins must be generous…

The Linchpin is An Entrepreneur:

How to become a linchpin:

1)    Hire plenty of factory workers. Scale like crazy. Take advantage of the fact that most people want a map, most peoapl are willing to work cheaply, most people want to be the factory.

2)    Find a boss who can’t live without a linchpin. Do the work. Make a difference.

3)    Start your own gig. Understand that an organization filled with linchpins is itself indispensable.

Richard Branson was in Puerto Rico when his flight to the Virgin Islands was cancelled, so he decided to charter a private flight, and the got a blackboard and wrote “Seat to Virgin Islands, $39.00”. He sold enough seats to make it to the Virgin Islands on time.

Linchpins do two things for the organization. They create emotional labour, and they map out what do next. Being indispensable means:

  1. Providing a unique interface between members of the organiszation;
  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.

Linchpin: Are You Indispensable? Part X

(V) The Linchpin Is More Emotional, Gift-Giving, Visionary, and Mature.

I don’t care to belong to any club that would have me as a member.” – Groucho Marx

Be Passionate/Stand Out/Emotional Labour & Anticipate What Is Next/Have Vision

Figure out what to do next before your boss does. That’s what being a linchpin is about. Do not conform, but swim upstream. You need to become an artist in your own right. You need to persevere, be talented, be charming, and only then can you be the linchpin. You can be a linchpin if you agree to that you can do it. You need your company to rely on you as a particular employee. The law of linchpin leverage: the more value you create, the fewer hours you actually need to work. Most of the time, entrepreneurs are doing administrative work. Marissa Mayer at Google is a linchpin because she solves problems that people haven’t predicted, haven’t seen and connects people who need to be connected. Nobody cares how hard you worked on something, it’s not an effort contest, but the measure is whether it is good art.

The Gift Economy

You need to be emotionally involved in your company because if you don’t care you will not be a linchpin. You should not be a cog according to Godin. JetBlue invests in its flight attendants. Godin calls for a generousity of labourers. This is a marketer’s thinking that generousity will be the future, a gift based economy. Art is a personal gift that changes the recipient. You must create art, you must choose to create art. Do not become of the could have, should have, didn’t persons. Art is creative, is not commerce, is unique, involves labour… The problem is that he aspouses an emotional labour that is self-less which means low paying anyway. MBAs want to put everything in a spreadsheet while Godin wants to contact the emotional self. Our gift culture has collapsed in exchange for a money based system, instead of sharing a cab with a stranger, you might just go alone. This is the wrong way to live your life. The Metcalfe Law: the more people have a technology the more valuable that technology becomes. This was invented by Bob Metcalfe who created the Ethernet cable. The more people have facebook, the more useful it can be.

Margaret Thatcher on Mr. Scargill’s Insurrection

On Mr. Scargill’s Insurrection: Miner’s Strike 1984-85
The Labour Party’s local government and trade union would change. They accepted change. Mr. Scargill was publicly claiming that he did not recognize the Tory government as legitimate. He was prepared to lead those who might harm anyone who got in the way of the Left, including fellow miners and there families, the police, the courts, the rule of law and Parliament itself.

Coal mining was a special case in Britain because of the dependency of British industry on coal. During World War I there were 3 million coal miners. The industry diminished until finally the Labour government nationalized it. The industry continued to in decline and by the 1970s the coal mining industry had come to symbolize everything that was wrong with Britain, according to Thatcher. Scargill won the union presidency in 1981. Thatcher was preparing for a strike when she advised industries to stock up on coal between 1981-83. The NUM leadership distorted information constantly. Pits had to be closed as they were no longer economically viable but the NUM would not wear it. Scargill denied the economic case for closure. When asked if there was any level of loses he would tolerate: his reply was ‘as far as I am concerned, the loss is without limit’. The NUM propaganda talked of a hit list of coal mine closures from the government. A strike was finally agitated by Scargill.

The Yorkshire colliery of Cortonwood was closed triggering the strike on March 1st, 1984. Scargill bypassed the union constitution because it demanded a 55% majority for a national strike. He instead attempted to trigger strikes from each and every mine. Picket lines would travel around to intimidate others into joining the strike action. The flying pickets descended across the country. There was violent intimidation of pickling crossers. They needed to be protected using the rule of law. Mass picketing continued. The Yorkshire mine decided not to strike: this was a turning point. Thatcher sought to minimize the impact of the strike on industry to prevent the strike spreading by sympathy action and to keep coal stocks moving by road and rail. Britain has no national police force and financing the extra policy costs under a tripartite system was not easy. Mob violence can only be defeated if the police have the complete moral and practical support of government. The judiciary and government had to remain at arms length to maintain the principle of democracy in cases. Thatcher felt that men of violence went unpunished. The power industry was running low on coal. Scargill wanted a resolution. On principle, Thatcher needed to prevent the success of the union. This was paramount.

As the strike pushed on, union members began to lose faith in Scargill’s claims that the power stations would have to shut down within the first month. There was a general escalation of violence at this point. The violence at Orgreave was notable. Public sentiment back to see that nationalised industries were failing to follow the laws provided. Thatcher wanted to close more mines based on economic grounds but couldn’t noting that moderate miners would be pushed back into supporting strike action. Closing uneconomic mines was not happening. A dock strike occurred in July of 1984. More and more people were beginning to return to work in need of money.

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