The study and related book, titled The 5 Patterns of Extraordinary Careers, find that most workers feel their current jobs do not leverage their strengths and interests, their employers cannot be counted on for career support, and they would consider other job opportunities if presented. The research also revealed, however, that career success may be more within a professional's control than first expected, and there are five behavior patterns that correlate with career success.

The study is based on data collected from a random sample of 8,000 professionals taken from Spencer Stuart's proprietary database. The study further identified a category of "Extraordinary Executives" (hand-selected by the research team for their value in the marketplace, track record of success and impact on their organizations). These executives said they felt more actively in control of their careers and attributed success to consistent use of five behavioral patterns

1.Understand the Value of You: "Extraordinary Executives" were 47% more
likely to strongly agree they have a great understanding of what drives
value in the marketplace for professional talent. They seek knowledge
on how their companies provide value to clients, and how to increase
the value of their potential and their experience.

2. Practice Benevolent Leadership: Nearly all the "Extraordinary
Executives" said they focused as much or more on the success of peers
and subordinates than their own success. While roughly half (49%) of
all survey respondents were comfortable delegating minor tasks,
"Extraordinary Executives" were 60% more likely to delegate their
critical tasks (47.5% versus 30.0%).

3. Overcome the Permission Paradox. At one point or another, most workers
encounter the following paradox, "I can't get the job without
experience, and I can't get the experience without the job." Not one
"Extraordinary Executive" considered the "permission paradox" a major
career limitation. "Extraordinary Executives" avoid the most common,
and often ineffective way, of gaining permission -- asking for it --
and used one or more legitimate strategies to gain access.

4. Differentiate using the 20/80 Rule of Performance. "Extraordinary
Executives" were more than twice as likely to perceive that their role
directly impacts the company's primary value (63.9% versus 25.7% for
average employees). Average employees tend to focus on exceeding
original expectations (25% versus 19% of "Extraordinary Executives"),
while "Extraordinary Executives" were more inclined to impact their
organizations more broadly (72.4% versus 55.9% of average employees).

5. Find the Right Fit (strengths, passions and environment). Only 9% of
professionals reported their passions and strengths were fully
leveraged in their current jobs. But, when asked to describe an
"Extraordinary Executive" they knew, six in 10 said their
"Extraordinary Executive" was both highly competent and passionate. The
91% of professionals who did not feel they were in an ideal job
(strengths/passions), believed their productivity would increase an
average of 34% if they were able to move to a job that better
represented their ideal fit.