Are You Hiring "Linchpins"?

I am reading Seth Godin's latest book, Linchpins. I have too tell you it is pretty fascinating. In this book Godin explores the concept that a third relationship in the work environment has evolved beyond the traditional labor and management. He call these people Linchpins, and argues that their strength and contributions are not in their technical skills and competencies, but rather their ability to build trust and connect individuals and groups- building relationships.

If we put that concept into context let's explore the idea that almost a third of outside executive hires fail outright along with 40% of new managers. In both cases the primary reason for "failure" is not technical, but rather their ability to fit the culture and build relationships! Sounds like Godin may be on to something.

How many of us really explore this "fit" issue extensively as part of our selection and development process? I would submit it is a minority and if we do it is an ancillary rather than a primary consideration. Even in human resources I see a bias toward skills in systems and compliance rather than relationship building. We use screening software to search for key words or phrases in "weeding out" applicants from candidates. We build succession strategies largely based on technical competencies rather than relationship builders.

Today we stand at a place where employee dissatisfaction with their jobs is at a record high. Less than 30% of organizations in the world have a formal or for that matter informal engagement strategy. Science shows us that moving the level of engagement up has huge beneficial consequences on almost every key performance indicator, but many organizations remain reluctant to embrace an engagement or employment branding strategy.

Many companies I speak with are using the current economic situation and high unemployment to focus on "important things" like costs and efficiencies because employees are staying. They might be staying, but are they producing at optimal or even better than average levels. Are you getting "compliance" or are you getting "discretionary effort"?

So I am with Godin, as you explore your hiring and succession plans I would build tools to identify and screen for "linchpins" who can connect people with your organizational purpose and mission. I also agree with him that these people are in high demand and it is going to get higher not reduce. Especially if you believe Daniel Pink who feels that purpose is a critical motivator for people, especially in our "knowledge worker" economy when routinizing of work and removing autonomy and flexibility is a productivity detractor!

Show me a highly successful organization today that has reached and "sustained" success and I will show you an organization that has "linchpins". Perhaps Collins was only partially right, it isn't just about "getting the right people on the bus" it is about connecting them in a meaningful way to your purpose and goals. What do you think?