Organisations are failing to spot Game Changers, new report reveals

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Written on 26 January 2015 in News
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The research revealed that 18 per cent of leaders say Game Changers are the most sought after group when recruiting. A further 84 per cent of leaders/managers do not believe a Game Changer has to hold a senior role in an organisation. Leaders/managers believe Game Changers add most value to the business with innovation and creativity (56 per cent), Instigating change (39 per cent) and strategic thinking (36 per cent)

The research revealed that 18 per cent of leaders say Game Changers are the most sought after group when recruiting. A further 84 per cent of leaders/managers do not believe a Game Changer has to hold a senior role in an organisation.

Almost three quarters (72 per cent) of leaders say that less than 11 per cent of their employees are Game Changers.

That’s according to research released today by eg.1, the business insight and talent consultancy. The study – The DNA of a Game Changer – identifies the key behaviours of a Game Changer and highlights how they differ from leaders.

The report– conducted in two phases – a qualitative study of senior business leaders and quantitative research identifies ten key behaviours of a Game Changer:

  • Big picture thinkers
  • Very strategic
  • High on vigour
  • Creative idea generators
  • Passionate about the idea
  • Ambitious, obsessive drive to succeed
  • Risk takers
  • Strong influencers of people (above and below)
  • Great at articulating a vision
  • Likeable

The research revealed that 18 per cent of leaders say Game Changers are the most sought after group when recruiting. A further 84 per cent of leaders/managers do not believe a Game Changer has to hold a senior role in an organisation. In addition, two-thirds (61 per cent) of leaders/managers say they believe natural qualities in Game Changers can be further nurtured to aid the fulfillment of their Game Changer potential.

Nathan Ott, CEO of eg.1, said: “Game Changers are wired differently to other people; they have a specific ‘DNA’. They are willing to put their neck on the line and take risks, they are the idea generators that all great leaders need to help develop sound strategies and run a sustainable business.

“Game Changers have a belief and are almost obsessive in their nature, they are so focused on this belief that they will go to almost any length to get things done. Rejection does not scare them, instead it provides positive fuel and will drive them to completion.”

Leaders/managers believe Game Changers add most value to the business with innovation and creativity (56 per cent), Instigating change (39 per cent) and strategic thinking (36 per cent).

“Everyone wants to recruit someone who has that special something but the reality is very few organisations go about recruitment and talent management the right way to identify them. In a world where change and innovation is constant, organisations cannot afford for this to continue – it is a case of innovate or die.

“Leaders need game changing individuals, at every level across their organisation, who can see ahead of the curve, are willing to take risks and drive change. Now is the time to change recruitment and talent development processes in order to avoid future high potentials being clones of what has gone before, and break the cycle of creating a risk averse and non-innovative culture,” Ott added.

 

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