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The Diamond Process Shows Leaders How to Make Things Happen




Building a successful team requires more than just selecting the right people and giving them a checklist. It's about creating a process that leverages talent to achieve goals quickly and effectively. If your organization needs help in this department, "The Diamond Process: How to Fix Your Organization and Lead People Effectively", written by an Army Major General and an Air Force Veteran / Marine, offers a complete approach to accomplish this mission. company or organization.

Why does leadership look good on paper, but does it become so complicated in reality? The Diamond Process: How to Fix Your Organization and Lead Effectively People would say that it may be the way leaders are taught. Leaders, says the book, learn to manage people, not processes. Leaders are assumed to know what process to use and how to use this process to get things done.

This assumption, unfortunately, is not the reality.

That's why Major General (Retired) Mike Diamond and Christopher Harding wrote The Diamond Process .

What is the diamond process?

The leadership process of your team is something leaders often take for granted. Of course, there are a lot of books on the subject. There are also a lot of tools, like flowcharts and process maps. There is also a lot of software available.

Yet, if you ask most leaders, they would name "people" as their biggest obstacle to success.

This may be true or false, especially if you look at The Diamond Process . This book, written by a retired Major General and current Supply Program Manager, is full of tips on effective processes. Unlike other books on the "process" of doing business, the focus is not on creating better workflows for your team. It focuses on the top of the organizational pyramid.

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The Diamond Process suggests that inefficient rulers do not understand both types of power, the power of their position (legitimate power) and power because of their role in an enterprise (power of reference ). Because many leaders focus almost solely on their legitimate power, they focus on "what" needs to be done. They do not focus on "how" this needs to be done.

This simple shift in focus leads to vague mission statements, ineffective business processes and policies that are disconnected from the reality of the workplace.

The diamond process solves this problem. This reinforces the need to balance the two types of power – legitimate and referent – as well with higher-level strategies (such as mission, vision, etc.) than with ground-level strategies. This focus on both sides of the equation (people and process, overview and ground perspective) is the key to successful leadership. And the model of the diamond process seeks to develop habits for this kind of leadership.

Diamond is a former major-general of the US Army with 35 years of active service and reservist. Upon leaving the army, he held leadership positions ranging from front lines to executive suite. Diamond is the founder of Diamond Strategy Group, a leadership consulting firm.

Harding co-author also has a distinguished military career and worked as an air traffic controller and network administrator. He is now Director of the Acquisitions Program at an Air Base.

What better way to read the diamond process?

The diamond process deserves a lot of credit for recognizing leadership as a two-way process. Many books on leadership address leadership from a one-sided perspective. They focus on what leaders should expect from their team. "The Diamond Process" explains what members of the team have to expect from their leaders. The book then goes on to explain how leaders can build on this standard to create a successful organization. The book starts from scratch, covering almost every planning detail that you can possibly think about.

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What could have been done differently?

The Diamond Process was written by two people who made a career in the army. (An author is still in the army.) This strongly influences the content and approach of the book. The leadership approach is primarily top-down and deeply detailed. The Diamond Process Model is particularly detailed (and may even be a little daunting for some), so it's something to watch for. The concepts underlying the model are simple to grasp, however.

Why read the diamond process?

The Diamond Process is the kind of book you need when it's time to revisit your entire leadership approach. The authors present some situations where they actually used The Diamond Process to transform the teams that did the work but did not go further. It is there that the book shines. If you work with an organization, a company or a team that just passes the motions, this book should help you. Instead of relying on simple encouraging speeches and inspiring quotes, the book provides a comprehensive approach that leaders can follow to reorganize their organization and make it run smoothly.