Culture Crucibles

By Paul Godin

We know the people in our organizations are our most important asset to get things done and get things done the way we want. They define and color the organizational culture. So, if we take the time—and do the hard work to look beyond the surface when surveying our team—but ignore the cultural dynamics new team members may introduce to our organization, we risk violating our existing culture at the expense of some belief in an aspirational culture. The result will be frustration at best or complete fracture at worst.

People are like precious stones. A gem’s attributes are revealed by the context in which it is formed and in which it is displayed. Likewise, our assessment of people is influenced by their context. When you go into a jewelry store to look at diamonds, they always look fantastic. The reason they look amazing is the lighting they are displayed in. The jewelry case lighting is designed to bring out the proper color and sparkle of each diamond. Light sourcing is specifically made according to a Color Rendering Index (CRI), which tells us the quality of light and measures the effect a light source has on the perceived color of objects and surfaces.

We already know that not every diamond in the jewelry case is of the same cut, color or grade. Yet in different degrees of lighting, they all look enticing. In order not to be deceived, but rather get an honest assessment, it requires the trained eye of a professional jeweler or gemologist with the right tool (a jeweler’s loupe) to see past the obvious shine and magnify the minuscule features of each diamond.

We don’t have loupes, per se, to help us see every wound, nor every area needing improvement, within the people we lead. What we do have are crucibles to flesh those out. Merriam-Webster defines a crucible as “a place or situation in which concentrated forces interact to cause influence, change or development.” Crucibles burn chaff and create enough adversity to strengthen and fortify whatever is placed in them.

When surveying our human capital, our pool of “diamonds”—or when we may be looking for new diamonds—it’s important to keep these crucibles in mind. They will provide a good litmus test of where the diamonds are and how much further they may need to go in personal development for healthy assimilation into our organization’s culture.


CRUCIBLE #1: CALL

One’s calling is a conviction that drives their “yes” and their “no.” If that diamond is called in a particular direction, to a particular vocation, there will be things they just naturally gravitate toward and sacrifices they’ll be willing to make. They will model a bias toward action, and it will make sense. It can appear effortless because of the natural inclination within them.

This is observable. Furthermore, leaders must look for a level of self-awareness in them. When diamonds say “yes” to something, they are simultaneously saying “no” to other things. If there is any clarity lacking in one’s calling, you’ll see conviction vacillate. This fact will be demonstrated by a diamond saying “yes” to things that quite possibly should have been “no” because they actually are not as personally beneficial, or organizationally effective, as they would like you to believe, but rather serve as a distraction or life detour. No matter how much they try to convince you or themselves, you will see the incongruence play out. You, as a leader, can gauge the clarity of the diamond via this crucible. Do they know their call?

CRUCIBLE #2: CHARACTER

One’s character is demonstrated in consistent integrity in public and private, regardless of the circumstances. It is largely formed in the trials of life. There are no shortcuts to developing it. You either develop character or you don’t. Character will invariably be in some state of growth and maturation, but it will always be substantive, credible and dependable. There is no faking it.

Cubic zirconia has its place in costume and/or affordable jewelry, but it is a poor substitute for the real thing. A diamond is formed under pressure, while a cubic zirconia gem is formed in a lab. A diamond is much harder (tougher) in nature, while a cubic zirconia gem is soft.

Diamond facets are those small, flat, polished surfaces located on the crown and the pavilion of the diamond. A diamond has individual angles of facets that contribute to its uniqueness. A cubic zirconia has soft, round edges that give off red, yellow and blue refraction.

Lack of character is so detrimental to the life of a diamond, and to your organization, that a surveyor cannot afford to ignore it. This crucible will expose the occlusions and impurities in a diamond. While it may not be a deal breaker, it will give a surveyor the most accurate picture of what they are working with.

CRUCIBLE #3: COMPETENCY

One’s competency is their ability to do something and do it to a desired standard. Certain jobs require levels of competency that are not necessarily required of other jobs. Regardless of the simple or complex nature of the jobs in your organization, there is still a level of competency needed to get the job done in a manner that accurately conveys the culture espoused by you as a leader.

Knowing the necessary competencies required to promote someone out of their current role is just as important as knowing the required competencies to do a job in the first place because you can promote someone right out of their best contribution. This crucible is very important.


CRUCIBLE #4: CAPACITY

Someone’s capacity is the margin/bandwidth to demonstrate their present competencies and grow new ones. Capacity is more multifaceted and dynamic than most people give it credit for. There is physical capacity, emotional capacity, resource capacity and organizational capacity that either act as a floor or ceiling for the diamond. Capacity can be grown. The levels of capacity within a diamond in each of those areas will give the surveyor a wider and deeper insight into actual yield.


CRUCIBLE #5: CHEMISTRY

Chemistry is a measure of likability and fit within a specific culture. We spend a lot of time at work, so it is nice to work with people you actually like. If someone has competency, but they aren’t much fun to be around, you should think long and hard about those diamonds staying in your setting.

The soft skills to get along with others and to model your organization’s aspirational culture hinge upon this crucible. Let it tell you the truth about a person and about a situation. Do not dismiss this. A word of caution: Don’t mix up character and chemistry. Some diamonds may have plenty of character and simply not be a good fit in your culture.

Look for what is in the best interest of the diamond. An orange seed will never produce an apple tree, no matter how frequently you water it, fertilize it or pray over it. Neither can an apple seed grow into an orange tree. In fact, if you studied the two fruits, you would understand they need very different conditions to thrive.

An apple seed grows an apple tree, which then produces apples. In order for that apple tree to bear good apples, it must endure a tough winter. The resilience that is cultivated from that adversity results in a better harvest.

An orange seed grows an orange tree, which then produces oranges. However, an orange tree cannot handle even the mildest of winters. Too much cold, frost and adversity will kill the tree and make it non-fruit-bearing—not only for that season but potentially for all future seasons.

While we need to look beyond the surface for a specific cultural fit guided by the five crucibles, not everyone thrives in the same environment. A good leader will not hoard or hold back a diamond from their best setting. A good leader will behave in a manner that considers what is in the best interest of the diamond.

If a leader helps the diamond find its best setting, that leader may end up with one less diamond, but will have actually multiplied their influence and scope, as well as fortified their loyalty and trust, by acting in the best interest of the diamond at the perceived detriment of the organization. It may seem counterintuitive, but real trust is formed when you put others before yourself.

You can order Paul Godin's new book, Uncut Gems, here!