Was there a time early in your career when someone saw you as a Diamond in the Rough? Did they see positive attributes and skills that were possibly unknown even to you? This person not only observed your untapped talents, but also encouraged you to use them in a variety of growth producing situations. How would your career be different if this person had not seen the Diamond in the Rough?

In a recent conversation, Bob Gatti, President of Gatti Associates, one of the most successful search and placement firms in Massachusetts, talked about his experience with the Diamond in the Rough concept. As a young man working in human resources, a senior manager in his department identified Bob as someone with great potential. Over a period of time, Bob's mentor assigned him to a series of increasingly responsible assignments that eventually led to several promotions. Bob never forgot the impact of this mentor. Today, as a successful executive, he looks for ways to mentor people and has done so throughout his career. Bob operates by the philosophy, "The capabilities of people are greater than they think they are. My job is to present opportunities for these capabilities to reach fruition."

Are there Diamonds in the Rough in your organization or department? What can you do to help unleash their potential? I would recommend first having a discussion to determine if they are open to your mentoring. Talk about their career goals and what it would take to achieve these goals. Use work assignments as a way to develop these individuals. In particular, identify cross-functional assignments that would broaden their experience base. Some of these assignments may really stretch these individuals, but as consultant Cliff Hakim recently said to me, "The sharpest knife produces the most exquisite diamonds." Take the time to mentor and coach these high potential people and watch them and your organization prosper.

Bob Gatti can be reached at bgatti@gattihr.com. Cliff Hakim can be reached at cliff@rethinkingwork.com.

Recommended Reading:
Leading Quietly-An Unorthodox Guide to Doing the Right Thing, Joseph L. Badaracco, Harvard Business School Publishing, 2002. If you consider yourself a quiet, reflective leader, than this book is for you. Drawing from a four-year study of quiet leadership, Badaracco presents eight practical and counterintuitive guidelines for confronting situations, in which right and wrong seem like moving targets. This book shows why you don't have to be "over the top" to be successful.

Copyright 2006, Mark J. Campbell. All rights reserved.
Permission to reprint this article is granted, provided you let me know where it is being printed, the copyright is not removed, and the following text accompanies each article:

"Mark Campbell partners with organizations for leadership development. For a complimentary subscription to his newsletter, "Management Challenges," go to www.mjcampbellassoc.com."

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