Their findings are published in the Harvard Business Review and are striking: Sprinters accelerate to the top by making bold career moves over the course of their career. 97 per cent undertook at least one of these catapult experiences and close to 50 per cent had at least two. Only 24 per cent, though, had elite MBAs.

More than 60 per cent of sprinters took a smaller role at some point in their career. They may have started something new within their company (by launching a new product or division, for example), moved to a smaller company to take on a greater set of responsibilities, or started their own business. In each case, they used the opportunity to build something from the ground up and make an impact.

More than one-third of sprinters catapulted to the top by making “the big leap,” often in the first decade of their careers. These executives threw caution to the wind and said yes to opportunities even when the role was well beyond anything they’ve done previously and they didn’t feel fully prepared for the challenges ahead.

One way to prove to be CEO material is by inheriting a big mess, say the authors. It could be an underperforming business unit, a failed product, or a bankruptcy - any major problem for the business that needs to be fixed fast. More than 30 per cent of the sprinters led their teams through a big mess.

Conclusion: Accelerating your career through these catapults doesn’t require an elite MBA or a select mix of inborn traits, but it does require a willingness to make lateral, unconventional, and even risky career moves.

Read more on www.hbr.org