Talent Trumps a "System"

 

Some years ago I read the book, The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It, by Michael Gerber. At the time, I became a huge Gerber fan. My focus became an almost dogmatic pursuit of the perfect expert system to eliminate the need for expert employees. It made sense to me, and I have recommended the book to countless people. However, over the years I have come to the conclusion that a "smart" system is no substitute for a talented and creative (dare I say, smart) person. Although I still believe there is value to creating a system,the system should foster and environment of creativity, collaboration and efficiency—I disagree with the notion that creating a smart system to replace smart people is a good idea.

Upon the recommendation of a colleague, I have been reading Seth Godin's book, Linchpin: Are You Indispensable?. Unlike Gerber, Godin suggests, "Every successful organization is built around people. Men and women who don't merely shuffle money, but interest, give gifts, and connect."

Godin seems to be speaking to something I have been feeling for along time, particularly for teams doing project-based work. In my opinion projects, by their very nature are unwieldy, challenging, dynamic and risky things. If they weren't, they wouldn't be called projects. They'd be operational or other work, and we wouldn't create plans to "try" to "manage" them. I say "try," because I don't know that we can completely eliminate the risk and challenges associated with projects. We "try," but I think that's all we can really do with a real project.

If we put other repetitive work or work in general aside for a minute and consider the needs of projects, it doesn't take long to realize that our project teams should include the best and brightest performers in our organizations. What's more, those teams of highly skilled and talented individuals should be lead by our very best. Those who are able to see, as Godin describes, that "The indispensable employee brings humanity and connection and art to her organization. She is the key player, the one who's difficult to live without, the person you can build something around. The indispensable employee—I call her/him a linchpin—is a person who's worth finding and keeping."

What's more, as project leaders, we should be striving to be the linchpin in our organization—striving for excellence ourselves. What does that mean? According to Godin, "Excellence means that you're indispensable. At least right now, in this moment, there's no one else I would choose but you."

However, I realize that these two goals might be challenging in organizations that are stuck in the "E-Myth" world. I can even relate, there was a time when I thought that way too. That being said, I agree with Godin when he suggests, "The good news is that more than ever, value accrues to those that show up, those that make a difference, those that do the work that matters."

The world is looking for project leaders who can step up and lead efforts that produce real value for their organizations. "Now, like it or not, the world wants something different from you," says Godin. "We need to think hard about what reality really looks like now."

The other day I shared some thoughts I had regarding a recent webinar I attended with Audrey Apfel, Gartner Managing Vice President, "One-Size-Fits-All" Doesn't Fit, and like it or not, business as usual, isn't any longer. The way we manage projects and other work is changing. And, the way organizations look at work is changing too. We have a unique opportunity to be the linchpin.

"Instead of focusing on complying with management as a long-term strategy for getting more stuff and being more secure, we have a chance to describe a powerful vision for our future and to actually make it happen," says Godin.

I couldn't have said it better myself.