Diamonds or just Shiny Rocks?

Posted on October 20, 2013 Updated on August 14, 2026

During a candid review years ago, my boss at the time (the company’s CEO) made a surprising comment. During an executive meeting, he called a break and invited me to get a coffee with him. He said, “Good ideas can be like diamonds – drop them occasionally, and they have a lot of value. But sprinkle them everywhere you go, and they just become a bunch of shiny rocks.” This wasn’t the kind of feedback I expected, but it turned out to be both insightful and valuable.

For a long time, I have held the belief that there are four types of people at any company: 1) People who want to make things better; 2) People who are interested in improvement but only in a supporting role; 3) People who are mainly interested in themselves (they can do great things, but often at the expense of others); and 4) People that are just there and don’t care much about anything.  This opinion is based on working and consulting at many companies over a few decades.

A recent Gallup Poll stated Worldwide only 13% of Employees are “engaged at work” (the rest are “not engaged” or “actively disengaged”).  If true, this is a sad reflection of employees and work environments. Since it is a worldwide survey, it may be highly skewed by region or industry and, therefore, not indicative of what is typical across the board. Those results didn’t completely align with my thinking, but they were interesting nonetheless.

So, back to the story…

Before working at this company, I ran my own business for nearly a decade and consulted for 15 years, working with large corporations and startups. I am used to taking the best practices learned from other companies and engagements and incorporating them into our business practices to improve and foster growth. Efficiency was the key to growth and profitability.

I take a systemic view of business and see the importance of optimizing all components of “the business machine” to work harmoniously. Improvements in one area ultimately positively impact other areas of the business. From my naive perspective, I thought I was helping everyone by helping those with “easily solved problems.”

My perspective lacked one important thing. These were not easy problems to the other business leaders. They were struggling and asking for help. By providing an answer off the cuff, it made them look and feel bad in front of the rest of the team.

I learned that while trying to be helpful, I was insensitive to the fact that my “friendly suggestions based on past success” stepped on other people’s toes, creating frustration for those I intended to help. Providing simple solutions to their problems reflected poorly on my peers.

Suggestions and examples that were intended to be helpful had the opposite effect. Just as bad, it was probably just as frustrating for me to be ignored as it was for others to have me infringe on their part of the business. The resulting friction was very noticeable to my boss, which led to our unscheduled coffee break.

Those ideas (“diamonds”) may have been considered had I been an external consultant. But as part of the leadership team, I came across as someone only interested in myself (leaving “shiny rocks” lying around for people to ignore or possibly trip over).

Perception is reality, and my attempts to help were hurting me. Luckily, I received this honest and helpful feedback early in this position and was able to turn those perceptions around.

What are the morals of this story?

First, engaged people have the greatest potential to make a difference. Part of being a business leader is making sure you have the best possible team and creating an environment that challenges, motivates, and fosters growth and accountability. 

Disengaged employees or people who are unwilling or unable to work with/collaborate with others may not be your best choices, regardless of their talent. They could actually be detrimental to the overall team dynamics. Understanding what drives someone from one category to another is a great first step in being sensitive while still staying effective.

Second, doing what you believe to be the right thing isn’t necessarily the best or right way to approach something. Being sensitive to the big picture and testing whether your input is being viewed as constructive was a big lesson for me. If you have good ideas but are ineffective, consider that your execution could be flawed. Self-awareness is very important.

Third, use your own examples as stories to help others understand potential solutions to problems in a non-threatening way. Let them connect the story to their own problems and find their own solutions. This helps them become more effective and allows them to save face. It is not a competition. And, if someone else has good ideas, help support them through collaboration. In the end, it should be more about effectiveness, growth, and achieving business goals than about who gets the credit.

While this seems like common sense now, my background and personal biases blinded me to that perspective.

My biggest lesson learned was about adaptation. There are many ways to be effective and make a difference. Focus on understanding the situation and its dynamics to employ the best techniques, which is ultimately critical to the team or organization’s success.