Seth Godin posts on his website 365 days a year. About once a month he comes up with a classic, worth saving to a PDF, categorizing, tagging, and saving. If you are not already subscribed to his blog, I recommend it: Seth Godin
The featured book of the quarter is Linchpin.
Here are “mustard seeds” I highlighted:
Is there anyone in an organization who is absolutely irreplaceable? Probably not. But the most essential people are so difficult to replace, so risky to lose, and so valuable that they might as well be irreplaceable. Entire corporations are built around a linchpin, or more likely, a scattering of them, essential individuals who are worth holding on to (page 49). Kindle Edition.
Art, at least art as I define it, is the intentional act of using your humanity to create a change in another person. How and where you do that art is a cultural choice in the moment. No one wrote novels a thousand years ago. No one made videos thirty years ago. No one Twittered poetry three years ago (page 99). Kindle Edition.
Successful people are successful for one simple reason: they think about failure differently. Successful people learn from failure, but the lesson they learn is a different one. They don’t learn that they shouldn’t have tried in the first place, and they don’t learn that they are always right and the world is wrong and they don’t learn that they are losers. They learn that the tactics they used didn’t work or that the person they used them on didn’t respond. You become a winner because you’re good at losing. The hard part about losing is that you might permit it to give strength to the resistance, that you might believe that you don’t deserve to win, that you might, in some dark corner of your soul, give up. Don’t (page 115). Kindle Edition.
Going out of your way to find uncomfortable situations isn’t natural, but it’s essential (page 116). Kindle Edition.
The road to comfort is crowded and it rarely gets you there. Ironically, it’s those who seek out discomfort that are able to make a difference and find their footing (pages 115, 116). Kindle Edition.
Discomfort brings engagement and change. Discomfort means you’re doing something that others were unlikely to do, because they’re busy hiding out in the comfortable zone. When your uncomfortable actions lead to success, the organization rewards you and brings you back for more (page 116). Kindle Edition.
When someone says to me, “I don’t have any good ideas . . . I’m just not good at that,” I ask them, “Do you have any bad ideas?” Nine times out of ten, the answer is no. Finding good ideas is surprisingly easy once you deal with the problem of finding bad ideas. All the creativity books in the world aren’t going to help you if you’re unwilling to have lousy, lame, and even dangerously bad ideas (pages 116, 117). Kindle Edition.
One way to become creative is to discipline yourself to generate bad ideas. The worse the better. Do it a lot and magically you’ll discover that some good ones slip through (page 117). Kindle Edition.
You’d think that the biggest self-doubt would be that something you’re working on might fail. And no doubt, many of us lie awake, filled with anxiety about big failures. Consider the argument that it’s just as likely you hold back out of fear that something might work. If it works, then you have to do it. Then you have to do it again. Then you have to top it. If it works, your world changes. There are new threats and new challenges and new risks. That’s world-class frightening (page 121). Kindle Edition.
We assign motivations and plots and vendettas where there are none. Those angry customers didn’t wake up this morning deciding to ruin your day, not at all. They’re just angry. It’s not personal and it’s not rational and it certainly isn’t about whether or not you deserve it. It just is. So now what are you going to do about it? When our responses turn into reactions and we set out to teach people a lesson, we lose. We lose because the act of teaching someone a lesson rarely succeeds at changing them, and always fails at making our day better, or our work more useful (page 178). Kindle Edition.
Humility is our antidote to what’s inevitably not going to go according to plan. Humility permits us to approach a problem with kindness and not arrogance. But humility is not the same as compliance. Humility doesn’t mean meekness or fitting in at all costs. Compliance feels like a shortcut to humility because it permits us to deny responsibility for whatever goes wrong. But compliance deprives you of your superpower; it robs you of the chance to make something better. The challenge, then, is to be the generous artist, but do it knowing that it just might not work. And that’s okay (page 224). Kindle Edition.