Get in the game - and get the job - WALLACE IMMEN

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 downsides 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 HR excellence 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 to work, "many younger employees who have grown up multitasking 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 to set things up so all information, communication and problem solving goes through 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.