Are Game Changers born or made?

This is an interesting one that caught my eye today - the article raises the question on how you deal with and manage 'the Game Changer'. 

These individuals can make up 11% of the workforce which is a huge number so how are these 'game changers' encouraged.....or are they stifled

The article focuses on 4 key sections:

  • Defining leaders and Game Changers
  • Where are your Game Changers
  • An environment to survive
  • What leaders need to know about Game Changers

There are some great things to think about and consider when it comes to harnessing the power of the 'Game Changer' but the nature vs. nurture debate has always interested me. Individuals will often conform to an organisational culture and the 'way we've always done it' mentality wins over time. The opposite happens however when the culture is open and collaborative, innovation as well as failure in celebrated and encouraged and the environment we work in influences HOW we work greatly.

Take a look at the article here - Are Game Changers born or made?

Do you have any Game Changers in your organisation?

Do you consider yourself to be a Game Changer?

What are your thoughts on if Game Changers are born or made?

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  • Thanks for sharing Mike! Something that jumps out for me is about game changers - and about everyone. Traditionally these people would be seen as disruptive, difficult and would most likely leave - because they don't fit the norm. When these, or any other people, can be most successful is when the organisation acknowledges the brilliance of their difference - Jim is valuable to our team because he is really organised and helps us stay focussed, Susie is really helpful because she cares for the needs of others, and Bob is really helpful because he's a game changer. When people are recognised for their strengths and encouraged and respected for bringing them forwards for the benefit of the team, great things can happen!

    I've seen people brought into an org to be that challenging lone voice with the intention of enabling change. There was some success - and these people needed a lot of support to stay in that place of being different and being the challenging voice to the rest of their peers.
    • Agree Helen thanks for commenting.

      Your disruptive and difficult angle is interesting and very true in my experience as well. Found this post on HR Zone linked to this

      In a pickle over disruptive talent

      There was another post a little while ago also looking at rebellious leaders you might find interesting as do we need both rebellion and disruption to make progress and be more innovative?

      Do we need more rebellious leaders?

      • Fab articles, thanks Mike.

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