Aug 12, 2010
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Introducing Linchpin Project Management
Part One of Four
Seth Godin has built buzz with his latest book “Linchpin: Are You Indispensable?”
His message is that people need to carve a passionate role for themselves in their work, a role that employers and customers simply can’t live without.
His message resonates loudly in the world of project management.
Project managers should step up and “run” projects, actively, rather than “administer” them, in a passive sense. Project managers should be linchpins.
What mistakenly passes for a project manager in many organizations is an interested passenger, a project administrator, rather than a driver.
The linchpin project manager is a driver -and agent of change.
Seth Godin drew this same conclusion and wrote about it. In this series, I’ll recommend steps you can take to create a culture of linchpin project management.
Organizational Factors
For an employer or manager, hiring the right person is only part of the equation.
Organizational and corporate culture factors can determine how much of a linchpin a person can be. By understanding these factors employers can implement a linchpin culture for project management. By getting these factors right, an employer can not only make it easier for a linchpin to shine but also create an environment that fosters linchpin project management.
This is a culture that drives remarkable change and can make your company indispensable to your customers.
Stay tuned to the next article in this series for recommendations on how to create a culture of linchpin project management.
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