Have you hired promising candidates only to find that they didn't bring the change you were looking for?
Hiring high-potentials is something most company's know how to do well. The requirements and metrics are known. Personality assessments complete the picture emerging from personal interviews.
Finding game changers however, is something completely different. They rarely tick all the usual boxes. Or their track records are not what you would normally be looking for. Standardized assessments fail to identify the factors that make-up a game changer.
The Game Change Potential profile adds this missing dimension to your selection process. It helps you:
- hire the right people,
- get mutual expectations aligned, and
- reduce the risk and costs of hiring the wrong people.
CASE: the larger-than-life Vice-President
It was hard not to be impressed by this charismatic and dynamic VP. He brought life to every meeting, knew how to negotiate and how to win people over. As so many creative extraverts, he did suffer from a feeling of deflation after intense performances and from the recurrent thought "Is this all there is? Shouldn't I be doing something useful?".
He is seen as a solid high-performer and the go-to-guy if things get difficult. His ability to handle volatility and uncertainty is appreciated but not fully understood.
His extremely well-developed interpersonal and logical-verbal talents stand at the core of his professional succes. He speaks his languages so well, that he experiences himself as another person when speaking a foreign language. This realisation was something he felt uncomfortable with, until he learned that this is not unusual with his talents.
He did have to learn how to manage his energy better. His strong reaction to even the slightest change in his playing field, led him to spend his considerable energy too indiscriminately.
He often picked up more information than he could process and make sense of as well. This led to a recurring feeling of being overwhelmed. Having regular coaching sessions to create clarity, keeps him much more on top of his game. As does finding an outlet for his strong score on global orientation outside of work in a profit-driven industry.
Do capable high-performers leave your organisation after only a short period of working for you?
What starts with the best intentions, often ends before it has delivered the goods. This is because:
- organisations expect game changers to behave just like classical high-potentials, and
- game changers do not necessarily understand their own user manual very well.
'Standard' simply doesn't work when it comes to game changers. This means that DISC, MBTI, Insights and other personality profiles have limited value. And also that the Development, Leadership and Coaching Programs often do not match well.
Game Changers need expert coaching by someone who can also act as a champion for the Game Changer within the company. It has to be clear what the Game Changer needs to bring out her best.
CASE: the outperforming Sales Director
Although very succesful at a young age, this Sales Director lately felt frustrated, bored and deflated. We decided to establish his Game Change Potential profile and use it as a foundation for a coaching cycle.
He possesses an exceptional Logical-numeric talent but didn't think of himself as exceptional. This led to unrealistic expectations about his colleagues and superiors. He was able to find mistakes in complex spreadsheets, which were created over several weeks by a team of experts, literally in seconds.
From his Game Change Potential profile he learned that his processing speed simply dwarfs that of others, so he has to learn to give others time to catch up. And to deliver his analysis in a way that doesn't antagonize. His need for sales achievement is equally exceptional, as is his ablity to pioneer new tactics and strategies.
This outperformer needs a highly complex environment with lots of freedom and the opportunity to achieve ambitious goals. Or else he will become bored and start to look elsewhere.
His global orientation isn't overly great, which indicates that he is very much at home in a profit-driven industry. His kinesthetic talent requires him to be physically active in order to stay balanced. He recognises that with his profile boredom is likely to pop-up every now and then and that this doesn't mean he has to change jobs as soon as possible.
Team formation & Sprints
Do you want to create a team with the right people to transform your organisation from the inside-out?
Business transformation has a greater chance to stick when it originates from within the organisation itself. Hiring consultants to do that job for you, often comes at great costs only to disappoint with the end result.
Finding the right people within your organisation to join a transformation team, isn't easy. Forming an effective, diverse and balanced team that can tackle this challenge, requires more than just getting your high-potentials together with a C-level corporate executive as a sponsor. With the profile you can form truly effective Game Change teams.
Such teams are ideally suited to perform succesful Sprints, the Google Ventures system to solve big problems and test new ideas in just five days. And to combine successive Sprints into a Relay, all the way up to the finish line of organisational transformation.
CASE: the business transformation
This organisation was in a business that was in transition. Their marketshare was shrinking, their customerbase ageing and their business model approaching the end of its life-cycle.
The CEO of this Social Enterprise expressed the wish to generate a transformational energy from inside the organisation. An ambitious multi-media campaign was launched to attract the people with an awareness of the organisation's situation. The profile was used to select and support team members.
When looking at the team's complexity, all the individual factors were well represented. The team overall showed a balance and a moderately complex profile, which fits well with the relatively stable and predictable organisational environment.
As for Game Change capability a high average global orientation fits well with the social nature of the organisation. On average the teammembers were moderately pioneering, but with enough pioneering individuals to keep the team moving forward and generate a contagious atmosphere throughout the organisation.