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New research identifies the DNA of a Game Changer

The DNA of a Game Changer creates a platform for us to change the face of recruitment, talent management and organisational design as we know it.

Ashok Vaswani, CEO of Personal and Corporate Banking at Barclays says: “Game Changers are motivated by their desire to be world-class.” Patrick Butcher, Group Finance Director at Network Rail says, “Game Changers will do the job even if they did not get paid for it.” eg.1, business insight and talent consultancy, has today released new research – The DNA of a Game Changer – which identifies the key behaviours of a Game Changer and highlights how they differ from leaders.The research – 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; Great at articulating a visionand Likeable

Nathan Ott, CEO of eg.1, talent and business insight firm, says: “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.”

Organisations are failing to spot Game Changers

Almost three quarters (72 percent) of leaders say less than 11 percent of their employees are Game Changers. Furthermore, just 18 percent of leaders say Game Changers are the most sought after group when recruiting.Nathan Ott says: “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.”

Other key findings – 84 percent of leaders/managers do not believe a Game Changer has to hold a senior role in an organisation; Two-thirds (61 percent) of leaders/managers say they believe natural qualities in Game Changers can be further nurtured to aid the fulfillment of their Game Changer potential; Leaders/managers believe Game Changers add most value to the business with:1.Innovation and creativity (56 percent); 2.Instigating change (39 percent); 3.Strategic thinking (36 percent).

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