Apply the Four C’s of Diamond Quality to Your Relationships

Isn’t it amazing how many organizations have, but don’t address their employee issues? As long as overt smiles and apparent agreement are in place, we often feel a sense of satisfaction that, “morale can’t be that bad”. However, when leaders encourage honest and timely dialogue (note dialogue, not two person monologue!), concerns often do emerge. Common concerns include poor productivity, lack of innovative thinking, employee turnover, and employee conflict to name just a few.

And of course, these concerns most often come back to the issue of relationships- are they healthy or not? Are they respectful or not? Are they giving power to the goals of the organization or not?

A nifty analogy to relationships is the diamond. The most brilliant of minerals, the hardest substance known, mankind has shaped the diamond into the ideal symbol of commitment and care. Its endless sparkle speaks of its beauty as evaluated by the four C’s- clarity, cut, color and carat. These four C’s also apply to the beauty of our relationships as we resolve the conflicts and concerns that impact morale.

1. Clarity- Specifically, when morale is dipping, ask: “what is the specific concern/issue?” Insist on documentation of who, what, when, where, and why. Complaints need to focus on the facts. Sadly, many employee issues wrap themselves around emotions, emotions that must be acknowledged, but not to the detriment of honoring the facts.

2. Cut- Perspective needs to be considered when hearing complaints. Concerns may be broadly identified as sexual harassment, age discrimination, gender inequity, and racial prejudices. We shouldn’t minimize the reality of these issues. Gross harassment occurs. Too frequently, a broad brush is applied; and we miss the specific issues of insensitive humor, misunderstanding, and a lack of respect. In my experience, it’s consistently more valuable to position employees as victors, not victims. Our choices in our language, our behavior and our judgments do this. Pursue specific truths to resolve and improve morale.

3. Color- What is the complexion of the issue? When an employee isn’t doing what needs to be done, consider four questions. Does the person understand the expected behavior? Does the person have the knowledge/skills to execute on expected behavior? Does the person have the resources to execute on expected behavior? Is the person willing to execute on the desired behavior? Perhaps all four questions are not relevant as you confront every conflict, but the “ask” provides valuable information. Note that the first three questions address one’s ability to succeed with what’s expected; the fourth considers willingness. What a valuable distinction when dealing with issues. The net-net? Sometimes, people behave like jerks because they cannot help it; sometimes, they behave like jerks because they choose to.

4. Carat- Remember that carat indicates size. How large is the problem you face? What is the impact? What is the complexity? Is it a shared responsibility or a singular accountability? Have “Pieces of Stupid^sm” occurred over time causing the issue to grow? Identify the depth and breadth of what is impacting morale.

The four C’s- four familiar ideas for evaluating a diamond. It’s a new perspective for resolving conflicts that hurt relationships and morale.

Long ago, before engaging in battle, kings mounted the diamond onto their swords, believing in the diamond’s mystic powers. Employees are, in fact, a company’s diamonds. The convergence of relationship strength and goal achievement provides unmatched performance to the companies who build and honor the mystic power of employee potential. How do you choose to care for yourself and others to ensure their brilliance and magnificence?

By: Susan B. Wilson, President, Executive Strategies