Some,mes it’s really hard to Linchpin be a Linchpin ! Richard Meyer
Help !? • How can I be a Linchpin when the resistance is so strong in my organiza<on ? Linchpin • How can I be willing to be unloved when I am reviewed on “how well I get along with others?”
Working in corporate America today • Endless mee<ngs Linchpin • People afraid to make decisions • Cube farms • Mangers who can’t manage • Poli<cs are oIen more important than knowledge and capabili<es • Processes revolve around the company not customers. • OIen do not have <me to think about what you are doing because volume of work is overwhelming.
Endless Mee<ngs Symptom: • You don’t even have <me to sit and think because you’re oIen booked in mee<ngs Linchpin from morning to night. Treatment • Decline mee<ngs that you don’t need to be part of with an explana<on. • Suggest one day a week there be no mee<ngs. • Keep mee<ngs small, issue notes with ac<on items. • Ensure that all mee<ng have an agenda with speciﬁed <me allotments for each item.
People are afraid to make decisions Symptom: • Managers are afraid to make decisions without geSng input from too many people. Linchpin Treatment • Linchpins take risks. • Quan<fy the result of delaying key decisions. • Use your authority to make decisions based on your posi<on descrip<on.
Cube Farms Symptom: • How can I think when I have no peace and quiet ? Linchpin Treatment • Work at home if your manager will allow you but ensure that you answer and send emails so they know you are working. (yes, they don’t believe you are actually working!) • Pick up your stuﬀ and go to a mee<ng room even if you have to book it in advance. • Schedule some “quiet <me” to clean up you desk.
Managers who can’t manage Symptom: • There are a lot of managers who can’t manage people or <me which means you are oIen on the receiving Linchpin end of more high priority work. Treatment • Learn how to manage up. • Ensure that your successes are seen by senior managers by sending out emails with what we learned. (show them you’re a Linchpin). • If your manager won’t promote you, you need to promote yourself. • Your manager’s boss should know about your past successes. If not this is a warning sign that your boss is not on your side.
Ten Habits of Incompetent Managers • Bias against ac<on • Secrecy Linchpin • Over-‐sensi<vity • Love of procedure • Preference for weak employees • Focus on small tasks • Allergy to deadlines • Addic<on to consultants • Long hours • Does not give you reinforcement and only remembers the nega<ve when it comes to review <me.
Poli<cs is oIen more important than knowledge and capabili<es Symptom: • The people who seem to get ahead in your company are oIen the ones who are well connected and liked vs. the Linchpin people that get things done and are indispensable. Treatment • Dont get trapped in someone elses game. • Establish aﬃlia<ons of mutual advantage with important people. People will always be able to refer you to other jobs. Be the good guy who does your job well. • OIen the rules of oﬃce poli<cs are unwriaen. You learn them as you go along
Processes revolve around what’s best for the company, not customers Symptom: • Processes revolve around people in your company not your customers. There is very liale value added to your brand/product/ Linchpin customers. Treatment • Ask “why are we doing this?” and “what value is this going to have for our customers?” • Don’t just point out the problem, recommend solu<ons and ask “why don’t we….?” • Lead don’t follow
Volume of work is too great Symptom: • You don’t have the <me to do good quality work because you have too many Linchpin deliverables. Treatment • Manage up: go to your boss and tell her that you have priori<zed your workload and as thus you want her to help you manage your deliverable dates. • If your manager disagrees you are being set up to fail so beware of her/his mo<va<ons. • What projects deserve 100% of your quality <me vs. what projects need 75-‐50% of your quality <me ?
Hey ! Nobody said it was going to be easy Linchpin But it can be done !!
Linchpin The best changes are oIen evolu,onary not revolu,onary
Don’t take what you read too literally • I love Seth Godin’s books but take what he as wriaen and ask yourself “how can I apply what I learned within my environment to make it beaer?” Linchpin • Change is oIen easier said than done, especially in today’s matrix organiza<ons where you have to have a lot of mee<ng to arrive at even minor decisions.
Step 1: Understand your environment • Iden<fy the key inﬂuencers within your organiza<on. – What makes them <ck ? – What are their issues ? Linchpin • How can you gradually win them over to your side ? – Not all baales are fought in one area .
Step 2: Start small • Seth energizes all of us and we want to go full speed ahead but oIen organiza<ons are not built for hard charging Linchpins. In fact they fear them. Linchpin • Develop an internal ac<on plan to implement your Linchpin ac<vi<es. • Your objec<ve is to “become indispensible” but others, especially senior mangers, also have to see you as insensible.
Step3: Learn from mistakes • Acknowledge, to yourself, that you are going to slip up. • Don’t make the same mistakes twice. Linchpin • Ask yourself “what did I learn?”
Step 4: Always move forward • We must become the change we want to see. • If you don’t always move forward you risk rever<ng back to where you started and losing all your great work. Linchpin • Share what you learned and document your accomplishments with your managers.
But keep in mind your situa<on • Speed is a compe<<ve advantage today. • The longer you wait to implement change the more customers you could lose. Linchpin • Priori<ze the things that directly add value to your customers and to consumers not necessarily to people within your company.
Final thoughts…. • Work to live, don’t live to work even if you love your job take <me to appreciate the aspects of life that we take for granted. Use ALL of your vaca<on <me. • Never stop learning. A Linchpin always moves forward and Linchpin knowledge is a great way to stay indispensable. • Don’t get frustrated look as barriers as challenges to be overcome. • Don’t be naïve and think that everyone wants what’s best for the company. Too oIen people want what’s best for themselves not the company. • Be aware that a lot of people are afraid of losing their jobs. • A lot of companies oIen want the “cheapest” person to ﬁll a chair not the best person. • Never underes<mate your abili<es. Keep a ﬁle of your successes and pull it out when you get down.
About me Richard Meyer • My resume hap://www.richardameyer.com • My marke<ng BLOG hap://www.newmediaandmarke<ng.com Linchpin • MY DTC BLOG hap://www.worldofdtcmarke<ng.com hap://www.twiaer.com/richmeyer hap://www.facebook.com/richardameyer hap://www.linkedin.com/in/richardameyer