TALENT MANAGEMENT AND PROFESSIONAL COACHING

Disruptive talent: how thinking out of the box could improve your organization

#business #human resources #employment

Autonomous cars, smart grids, smartphones, Facebook, etc. How can we come up with the most innovative ideas? How can we detect and encourage disruptive talent?

Disruptive talent.

"They're not fond of rules. You can quote them, disagree with them, glorify or vilify them. But the only thing you can't do is ignore them. Because they change things". This phrase of Apple's famous "Think Different" ad talks about disruptive people: those who think differently and independently, have their own ideas and a huge capacity to be creative and innovate.

Disruptive talent drives a company to success. Detecting and managing it efficiently is a challenge, not only for the professionals of the human resources area, but for the company as a whole, which must provide them with the adequate environment in which they can develop their ideas.

The Innovation & Entrepreneurship Business School (IEBS) gives us a few keys to detect disruptive employees:

  • They think and act different than others.
  • They debate and question their colleagues or managers to seek for alternative and innovative solutions.
  • They are natural born trend hunters.

Many companies might be reluctant to hiring them because they might generate a certain degree of friction with other workers. Therefore, the presence of a professional coach is essential, to make sure that the talent of these employees does not stray from the company's objectives.

THE PROFESSIONAL COACH

Professional coaching is the process of partnering with clients in a thought-provoking and creative process that inspires them to maximise their personal and professional potential. Coaching helps people acquire skills to think differently and communicate better. And, even though some people have certain natural skills, the coach must receive specific training to shape and develop empathy, balance, assertiveness, intuition and analytical and synthesis skills, among other skills. According to the ICF Global Coaching study (2016), the professional coach has the following profile:

  • Aged 45 to 54.
  • 67% of professional coaches are women.
  • They have completed certified training programs.
  • Their annual income is of approximately $50,000.

THE PROFESSIONAL COACH PROFILE

AGE PROFILE

Most professional coaches are 45 to 54 years old.

%

20

18

16

14

12

10

8

6

4

2

0

2

Up to 30 years old 30 years old

4

Btw 31 and 34 years old 31-34 years old

9

Btw 35 and 39 years old 35-39 years old

14

Btw 40 and 44 años 40-44 years old

17

Btw 45 and 49 years old 45-49 years old

19

Btw 50 and 54 years old 50-54 years old

16

Btw 55 and 59 years old 55-59 years old

11

Btw 60 and 64 years old 60-64 years old

8

Over 65 Over 65

Working coaches

90% of professional coaches are currently working (employed).

%

0

10

20

30

40

50

60

70

80

90

100

92

8

North America

86

14

Latin America and the Caribbean

91

9

Western Europe

88

12

Eastern Europe

88

12

Middle East and Africa

85

15

Asia

91

9

Oceania

90

10

GLOBAL

Working

Not currently working

TRAINING

99% of professional coaches have received specific training.

%

0

10

20

30

40

50

60

70

80

90

81

Certified / approved program

7

Not certified / approved

8

University graduate, official degree

2

University graduate, unofficial degree

1

Provided by the employer

1

No specific coach training

REVENUE AND INCOME

There is a very large difference in the annual income of coaches, both globally and in each region of the world.

USD

North America

61.900 $

Latin America and the Caribbean

27.100 $

Western Europe

55.300 $

Middle East and Africa

35.900 $

Asia

37.800 $

Oceania

73.100 $

Global

51.000 $

Source: ICF Global Coaching Study (2016).

 SEE INFOGRAPHIC: The professional coach profile [PDF]

The best solution is to create a work team that is responsible for innovation. A pioneering consulting firm that was the first to study disruptive talent in companies analysed the cases of start-ups acquired by large corporations. Those absorbing the new team of disruptive talents incorporated them to their paperwork-laden and inflexible processes, suffocating innovation and obtaining "depressing results". In turn, those that used such talented minds to create or strengthen the innovation unit were capable of launched new successful products and services.

Business management guru Gary Hamel thinks that disruption should be integrated in the company according to these three principles:

  • Making innovation one of the core capacities of the organisation.
  • Making innovation an activity that follows instinct: without experimentation there is no disruption.
  • Build an organisation that motivates people to be as creative and passionate as possible each day.

Steve Jobs, co-founder and Executive Chairman of Apple declared before he died in 2011: "It doesn't make sense to hire smart people to tell them what to do. We hire smart people so they can tell us what to do".

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