Get in the game - and get the job
July 14, 2007
WALLACE IMMEN
A new study finds multiple-player online games can teach
leadership skills ,mental agility.
Your parents told you it was a waste of time to play computer
games; many employers prohibit using work computers for anything
other than business.
So should you tell a potential employer you're a wizard in
the virtual world of online gaming?
It might be a smart move, because a new study finds those
who are masters of multiple-player online games gain leadership
skills and mental agility that puts them on a fast track to
leadership in their careers.
Companies increasingly will value employees who are skilled
at online gaming, says Eric Lesser, Cambridge, Mass.-based
associate partner in human capital management with IBM's Institute
for Business Value, which sponsored the study, Leadership
in a Distributed World: Lessons from online gaming.
"Companies are seeing their world change. They are becoming
globally distributed and the pace of change is faster and
there is more information to deal with than ever," Mr.
Lesser says. These are the very challenges online gamers have
to solve to successfully lead their virtual teams to success.
"We found the leadership qualities that make people
successful in gaming also makes them successful in leading
business teams," Mr. Lesser says.
These qualities include:
- Being able to bring together a large number of participants
in a highly complex network for a common goal.
- Self-direction and interest in learning new skills and taking
on new roles.
- Willingness to take risks and the ability to accept and
learn from failure.
- Collaboration skills and the ability to influence others
in the group.
- Ability to identify strengths and vulnerabilities in the
organization.
- Communications skills.
The study looked at the experience of 214 U.S. professionals
who play video games, 137 of whom belong to an association
that links players to "massive,multiplayer, online role-playing
games." In these, the player becomes a character who
navigates through a virtual world, interacting with other
users and coming up with collaborative strategies to reach
a goal or fight computer-controlled enemies.
Half of the respondents said their game playing has improved
their real-world leadership. And of the 66 respondents who
have headed up online gaming teams, 61 have also used their
skills to lead business project teams, with 45 saying they
have led more than five teams.
Significantly, gaming is not just a kids' thing. Of those
in the study, 68 per cent were over 35. So should you play
up your virtual experience on your résumé?
It can be a plus, but don't make it the first thing you highlight,
recommends Brett Slade, managing director of Slade Consulting
Group, a recruiting company in Toronto.
For someone at the entry level with no work history, a track
record of conquering challenging online games can be a way
of demonstrating achievement and dedication. "Someone
who is a gamer is demonstrating a commitment to taking on
a task and finishing the entire project. And with that comes
a will to win and a competitive spirit," Mr. Slade says.
"And for a more seasoned candidate, it can show that
you have a more youthful attitude and a sense of fun,"
he adds.
However, there are down sides to consider, Mr. Slade says.
"Gaming can be seen as a little introverted, even though
you are communicating with others online."
And being too avid a gamer can raise questions about productivity.
Many employers have set policies restricting the use of company
equipment for Internet and video gaming, notes Claude Balthazard,
director of HRexcellence for the Human Resources Professionals
Association of Ontario.
But Mr. Balthazard believes HR managers are ready to look
at gaming prowess as a plus in a candidate. Many companies
already use simulations in training, he notes.
"However, I can't make a blanket statement because claims
about developing leadership skills have to be substantiated
with further research to set standards. Not all video games
are going to teach skills that translate into the business
world," Mr. Balthazard says.
And as for the restrictions on gaming at work, Mr. Balthazard
says these might represent a generational difference that
will change with time. While older workers may believe that
company time should be strictly devoted towork, "many
younger employees who have grown up multi-tasking on computers
say they find it refreshing to take a break to play a game
and then get back to business," he says.
But will gaming get you to the top in your career? For the
moment,recruiters are not asking candidates for the corner
office about their gaming abilities, but they might in the
future, Mr. Slade believes.
"The skills we look for in an executive are things we
look for in a new candidate. These would be mental agility,
[the] ability to think on their feet and make quick decisions;
resourcefulness; the ability to manage resources and operate
with limited amounts of information." It also shows the
candidate is tech-savvy, which is a growing plus in modern
offices, Mr. Slade says.
And gamers will have an edge on succeeding in the increasingly
complex and global business world, IBM's Mr. Lesser predicts.
"If gamers become the leaders of the future, the game
of business will be more fun and their odds of seeing the
'game over' message will be reduced."
Real success from the virtual world
Here are some gaming skills that can help you be a better
manager in the future.
Practice virtual management: As organizations
expand globally, leaders must develop techniques to motivate
people they have never met and the ability to mediate conflict,
and draw individuals into discussions.
Develop a 'centre of gravity': When people
are dispersed it's important toset things up so all information,
communication and problem solving goesthrough a central site,
which you keep track of regularly.
Know informal skills: Having information
about your virtual team beyond their formal training - such
as aspirations, personal interests and hobbies- can help improve
teamwork and loyalty.
Concentrate on communicating: Blogs or podcasts
get out the vision and emphasize progress across an organization
that may not be in visual contact.
Develop a scoreboard: A computer 'dashboard'
everyone can log into that monitors goals and progress of
all phases of a project and resources available will keep
the team working in unison.
Reward performance: Rapid feedback is important
for people who are not in physical contact. It is important
that employees receive input on strengths- and needed improvement
- and recognition for their accomplishments.
Adapted from Leadership in a Distributed World |
