Leadership Tips -- Diamonds in the Rough


by Tom O'Dea - Date: 2008-08-01 - Word Count: 612 Share This!

Introduction 

There have been a number of times in my career where I was picked to assume leadership of a sizable organization, anywhere from 50 to 1,000 people.  Sometimes the group was underperforming and a turnaround was required.  In other cases, there was simply a vacancy to be filled.  The group had a good reputation, and the challenge was one of continuous improvement. 

Regardless of the circumstances, I invariably found one or more people in the group who possessed a unique combination of skills, ability and effectiveness, along with the perspective to understand how things worked in the business.  They also knew why they worked the way they did, and had great improvement ideas.  These people were not part of the leadership team.  Usually they were very low profile within the organization.  Over time I came to view these people as diamonds in the rough. 

Characteristics of a Diamond 

Did you ever have someone leave your organization, only to discover after they left how much that person knew and accomplished?  Or perhaps you watched someone who you thought of as Joe Average submit their resignation, and the next thing you know they are in a new job with a title and salary comparable to your own?  Maybe they even started their own consulting business! 

You probably missed a diamond in the rough.  These people are exceptionally bright and do their jobs well.  They are often well educated.  They don't call attention to themselves.  Maybe they work long hours, but it's equally likely that they are very efficient, get their job done in a normal work day and maintain great work/life balance. 

If you find a diamond in the rough and ask why they are so quiet when they have so much to offer, you'll get a modest answer.  They usually don't like to brag.  When pressed, however, they may admit that they expect management to be able to appreciate their value.  It's unfortunate when you find this out in an exit interview. 

The diamond in the rough may also be quiet or reticent if the culture is one where they fear being shouted down if they challenge leaders or peers.  If that's the case, you want to know about it and address the problem. 

How to Find a Diamond in the Rough 

Let's start with what won't work.  You can't send out an email requesting everyone to nominate their favorite diamond.  When you're diamond mining, you really don't want anyone to know just what you're up to. 

Talk to as many people as you can.  Hold skip level meetings in small groups (4-6 people) so that people have to engage in the discussions.  Practice MBWA (management by walking around).  Listen to people, and some of them will surprise you. 

Every leader says they have an open door policy.  Go further.  Show by your own behavior that you are truly approachable.  Eat lunch where your people eat. 

In short, do everything you can to give yourself a chance to trip over a diamond.  At the same time, do all you can to create an environment that will encourage them to self identify. 

Benefits of Finding the Diamonds 

Beyond the obvious -- you want to be able to rely on the best and brightest talent in your organization -- your leadership credibility goes up when you find and shine a light on diamonds in the rough.  The diamonds may have been invisible to leadership, but not to their peers.  When people see you recognizing these talented people, they conclude that you're not just another empty suit.   

People will be encouraged, and you will be helping to create a culture of dialogue, where ideas are exchanged freely and new ideas are treated with respect and value.  Diamonds are a leader's best friend.


Related Tags: change management, leadership development, leadership tips, strategies for managing change, ego sacrifice

The organization that isn't changing is dying. For more leadership ideas, along with strategies for managing change, visit www.thomasjodea.com.

Tom O'Dea has over 30 years of IT experience, with 20 years of senior leadership in IT and Professional Services with multibillion dollar corporations.

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