Our desire to attract and recruit Game Changers is increasing.

That’s because they can use the chaos of rapid change and advancement to fuel organisation competitiveness and success. Game Changers drive innovation. We need innovation to survive. But recruiting Game Changers is just one of the steps to a future-fit organisation and not necessarily the first. Few organisations are ready for the Game Changers they seek, or have within their midst.

Game Changer

Game Changers are people who accelerate evolution at every level. They have this ingenious ability to see round corners and to spot hidden or less than obvious opportunity. Their openness to new ideas and willingness to take risks combined with a high drive to initiate change means they can upend organisations, industries and markets. And they do, because they are typically obsessive about turning their ideas into reality. However it is actually quite common for Game Changers to leave large organisations. Why is this?

To understand more about Game Changers, business insight and talent consultancy eg.1 carried out research and produced this report “The DNA of a Game Changer.” Their work sheds a lot of light on a much-needed group of talent with the potential to change landscapes for those around them. Game Changers are described as needing space and latitude to be creative and to demonstrate their value to the business. Their obsessive imagination and relentless focus on making their ideas real is what we seek yet it also means they can come across as demanding, uncompromising and impatient. They can alienate others and appear disruptive. Frustration can drive Game Changers to seek fulfilment away from the structures that limit them – slow moving, hierarchical and risk-averse organisations.

If we want Game Changers and the successes they drive in our organisations, we need to ensure they are championed by an individual who is senior or has influence within the organisation. We also need to get comfortable with allowing them the freedom they crave to make decisions as well as give them permission to take some risk (and fail). How many of us do this already on a day-to-day basis?

And it doesn’t stop there. Even solo Game Changers or innovation heroes will not produce the competitive edge we need for what lies ahead. We need to think about the collection of individuals who, together, can accelerate evolution at every level. These are not collections of Game Changers, or Game Changers and their minions. There are other roles that help to secure game changing results. The four additional roles identified in the eg.1 work for truly game-changing teams are Play Makers, Strategists, Polishers and Implementers.

Nathan Ott (CEO of eg.1) and Dr John Mervyn-Smith (Chief Psychologist of eg.1), in collaboration with Dr Adrian Furnham (University College London) have designed a way to identify these role players. It is called the GC Index and it is a completely online tool that assesses real and potential contribution of individuals to a company, role or project. It challenges traditional methods – in place of measuring personality type, skills or leadership qualities, it focuses on output. That’s a welcome distinction. The eg.1 work turns a corner in the way we approach the future.

Are you ready to change the game?

For more information about the GC Index and how it can be used in your organisation, drop us a mail. We are accredited to administer the tool and to deliver personalised feedback.

 

 

We are gradually phasing into a digital world, one that is starting to look and feel very different. And yet in our organisations, we still focus so much on what we have been used to in the past. We look for and build more traditional leadership and management skills.  Our HIPO’s (high potentials) are typically good at strategy and implementation. And we reward them for climbing a ladder to larger budgets and bigger teams. But will these HIPOs prepare us adequately for what’s ahead?

IMG_2651

 

‘We can no longer predict the future with any accuracy, but we can build ourselves to flourish there.’

 

 

Do you still think you can predict and control what happens tomorrow? Is your strategy to hang on to what you have, to keep doing what you do better than anyone else, to avoid out-disruption through your excellence, tweaking bits at the sides with a new product or service?  That is not likely to be enough.

What never seemed possible is now reality. New technologies, ways of living, consuming, working and interacting emerge all the time. We need people in our organisations who think and see things differently, who drive new frontiers, who believe in their ideas and pursue them, who take risks. What we offer (like the corporate ladder) may no longer be attractive for the people we need most, if it ever was.

Embracing and leveraging a future that looks little like today is held somewhere in the way you think. Vast and constant change presents a steady flow of new opportunity. Our mindset and the way we view the world, and the skills we build to thrive within it, are critical enablers to unlock that. But they are so often overlooked as we debate the differences between management and leadership, fight over technical expertise, and insist on ways of working that simply do not yield the outputs we need.

How about shaping a future that changes the game? How about refreshing the lens on the people you need, how you attract them, and the ways of working that make this all possible?

It is likely that the outputs and skills we need most will be in short supply tomorrow, exactly because many people and organisations are just ‘hanging on’, being buttressed by change and disruption.

Your appetite to explore and develop the skills you’ll need for tomorrow will become a competitive lever for you. Proactively and positively crafting your own future using new technologies will become essential.

At 33 Emeralds we challenge you to think about how you are going to fare in a world that is uncertain and unpredictable. We have worked with many individuals in organisations, as well as game changers who have left corporate life to shape their own craft. We believe in a business case, offer simple insight, and assess appetite for risk and change. We form intelligent strategy and define approach to fit current realities, allowing you to experiment, build your own savvy, and execute on whatever it is you have lined up.

Are you in good shape for tomorrow?

It is our belief that focusing on predicting the future will leave us short. Instead, we should aim to build ourselves for it. And then approach it with glee.

If there is nothing that excites you about your future, perhaps you should give us a call.