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SETH'S BOOKS

Seth Godin has written 12 bestsellers that have been translated into 33 languages

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all.marketers.tell.stories

All Marketers Tell Stories

Seth's most important book about the art of marketing

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IN STORES:

free.prize.inside

Free Prize Inside

The practical sequel to Purple Cow

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linchpin

Linchpin

An instant bestseller, the book that brings all of Seth's ideas together.

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meatball.sundae

Meatball Sundae

Why the internet works (and doesn't) for your business. And vice versa.

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permission.marketing

Permission Marketing

The classic Named "Best Business Book" by Fortune.

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poke.the.box

Poke The Box

The latest book, Poke The Box is a call to action about the initiative you're taking - in your job or in your life, and Seth once again breaks the traditional publishing model by releasing it through The Domino Project.

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purple.cow

Purple Cow

The worldwide bestseller. Essential reading about remarkable products and services.

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small.is.the.new.big

Small is the New Big

A long book filled with short pieces from Fast Company and the blog. Guaranteed to make you think.

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survival.is.not.enough

Survival is Not Enough

Seth's worst seller and personal favorite. Change. How it works (and doesn't).

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the.big.moo

The Big Moo

All for charity. Includes original work from Malcolm Gladwell, Tom Peters and Promise Phelon.

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the.big.red.fez

The Big Red Fez

Top 5 Amazon ebestseller for a year. All about web sites that work.

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the.dip

The Dip

A short book about quitting and being the best in the world. It's about life, not just marketing.

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the.icarus.deception

The Icarus Deception

Seth's most personal book, a look at the end of the industrial economy and what happens next.

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tribes

Tribes

"Book of the year," a perennial bestseller about leading, connecting and creating movements.

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unleashing.the.ideavirus

Unleashing the Ideavirus

More than 3,000,000 copies downloaded, perhaps the most important book to read about creating ideas that spread.

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v.is.for.vulnerable

V Is For Vulnerable

A short, illustrated, kids-like book that takes the last chapter of Icarus and turns it into something worth sharing.

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we.are.all.weird

We Are All Weird

The end of mass and how you can succeed by delighting a niche.

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whatcha.gonna.do.with.that.duck

Whatcha Gonna Do With That Duck?

The sequel to Small is the New Big. More than 600 pages of the best of Seth's blog.

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THE DIP BLOG by Seth Godin




All Marketers Are Liars Blog




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« What works? | Main | The conservation of drama »

Q&A: Linchpin: Will they miss you?

Our series this week revolves around the book that has resonated more than any book I have ever published... Linchpin.

My innate optimism is amplified every time I hear of someone who received this book from a friend or colleague and trusted the process enough to actually read it. We're at a fork in the road as a culture and an economy, and the choice to race to the bottom frightens me.

Do we want to work with people that are better, or merely cheaper?

The question for this week's riff is, for the first time, rhetorical. Will they miss you?

That's what the book is about. In a post-industrial age, when jobs get commoditized as fast as possible, the only good ones left are the ones that must be done by a person, not a machine, must be done by someone figuring things out, must be done by an individual willing to put herself on the line.

In the most recent issue of Harvard Business Review, a neo-Taylorist academic waxes rhapsodic about new wearable monitors being used at Tesco warehouses:

At a distribution center in Ireland, Tesco workers move among 87 aisles of three-story shelves. Many wear armbands that track the goods they’re gathering, freeing up time they would otherwise spend marking clipboards. A band also allots tasks to the wearer, forecasts his completion time, and quantifies his precise movements among the facility’s 9.6 miles of shelving and 111 loading bays. A 2.8-inch display provides analytical feedback, verifying the correct fulfillment of an order, for instance, or nudging a worker whose order is short.

... The efficiency gains it hoped for have been realized: From 2007 to 2012, the number of full-time employees needed to run a 40,000-square-foot store dropped by 18%. That pleases managers and shareholders—but not all workers, some of whom have complained about the surveillance and charged that the system measures only speed, not quality of work.

In this case, of course, the speed of work is the quality of the work. And another no-win job is created, because if someone leaves, another person fills that slot, instantly, and the departed worker is only missed if he often brought in pie for his co-workers at lunch.

In order to create real value going forward, we're going to have to ask harder questions, challenge the status quo and do work that can't possibly be measured or dictated by an armband.

We have to become the linchpin in the system, not a cog.

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