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Entrepreneur Dynamics by Genius Group

The Nine Entrepreneur Levels

Understanding your current entrepreneur level is the first step in Entrepreneur Dynamics. Like learning to fly a plane, knowing what level of expertise and experience you have as a pilot is the starting point. To move upwards begins with a plan to master your current level and step up to the next level.

The Foundation Prism

Infrared Level: Victim
Infrared falls deeper in debt month after month. Infrared comes from separation, and the steps out come from discipline and duty. You need to fix the plumbing before filling the pipe and setting up the habit of paying yourself first.

Red Level: Survivor
Red makes just enough money to have nothing. You may even have a successful business, but if you are just surviving personally, every business problem becomes a personal problem, which means you are your business’ greatest liability.

Orange Level: Worker
Orange is someone who works for a living. Whether you are in a job or self-employed, when you are Orange you have to work hard to earn a living, and you don’t know how to multiply your income. An Orange world is about action, not attraction.

The Enterprise Prism

Yellow Level: Player
Yellow is empowered to forge your own journey. You know how to create value, leverage it and make money in your niche. You have created a level of freedom, but your earnings are limited as you and your enterprises still rely on you more than others to keep things flowing.

Green Level: Performer
Green enables enterprises: Leading a team profitably is entirely different from self-employment, but the rewards are exponential. While Yellow works from outside in, Green works from inside out, leading to high performance teams and enterprises.

Blue Level: Conductor
Blue frees you entirely from having your hands full. Blue level has multiple investments and has mastered both cash and capital. Blue speaks an entirely different language, focus and set of measures, with multiple teams of income.

The Alchemy Prism

Indigo Level: Trustee
Indigo is the playground of the billionaire. When you have mastered the enterprise prism, trust becomes your greatest asset and one that you can monetize in magical ways. Understand this level, and you will see the world’s wealthy through a new lens.

Violet Level: Composer
Violet prints our currencies, sets our taxes and scripts the tunes we dance to. Until recently the domain of nations, more entrepreneurs, leaders and communities are now stepping into the role of composer and rewriting the rules by which the rest of us play.

Ultra-violet Level: Legend
Those at ultraviolet are the symbols to live by, like legends on a map. Their names become synonymous with their composition and are left as a legacy. This level has a frequency that lasts over generations, and the rise and fall of nations.

Your Enterprise Level

Level 0: The Desert (No customers)

Separate from the flow of value, resources and money

“Am I ready to create a job instead of trying to get a job or start a
business?”

At this level, a person is having little or no impact as there is no value
being exchanged at a level where someone is willing to pay for that value. Now
is the time to simply connect to one customer or employer who is willing to pay
to have their problem solved.

Level 1: The Oasis (1-9 customers) Personal service to solve one person’s problem
“Am I solving a problem for someone who trusts me that they are willing to pay to have solved?”
At the very first stage of a start-up, the focus is solely on serving the first customer and ensuring the product or service that is being co-created is solving that customer’s problem in a way that deserves payment, and in a way that is better than the alternatives.

Level 2: The Spring (10-99 customers)

Intimate user group to maximise value and market fit

“Can I scale my solution to ten people such that they are willing to pay and
refer me to others?”

At the second level of a start-up, the focus must remain on optimizing the
value being delivered to ensure the customers are coming back for more, with
their friends. Knowing what can be productive and replicated, and what needs to
stay personalized, happens now.

Level 3: The Stream (100-900 customers)

Predictable, replicable and viable model to grow with

“Have we found a repeatable, measurable pathway from our market’s need to our
solution?”

At the third Enterprise Level, the focus needs to move from creating value to
leveraging the value in a predictable way. This is the time to create a
customer pathway that enables you to scale the business without simply relying
on word-of-mouth.

Level 4: The River (1,000-9,999 customers)

Scalable team and time to develop a sustainable business

“Are we growing our team and time to enable the business to run well without
me?”

At the fourth level of enterprise, the focus moves from growing a predictable
customer pathway that attracts customers to growing a predictable talent
pathway that attracts the right team members and partners. If not for this
step, the founder remains the bottleneck.

Level 5: The Ocean (10,000-99,999 customers)

Market leadership, attracting resources and partnerships

“Have we built a reputation that attracts the financing, partners and support
to leverage with?”

At level 5 the focus changes from the customer pathway and the talent pathway
to now building a capital pathway that attracts investors, financing and
resources for growth. Without this change in focus, the company will reach a
limit in its ability to fund its own growth.

Level 6: Sea Change (100,000-999,999 customers)

“Are we establishing a mission, culture and model that is inspiring others on
their journeys?”

Few companies reach level 6, but those that do have done so by creating a
movement or mission that extends beyond the interests of the company. At this
size the company can impact millions, and to grow further needs to take on an
industry wide responsibility.

Level 7: New Horizons (1 million+ customers)

“Have we directed the trust that we are growing towards a meaningful global
purpose?”

Companies that reach an impact of 1 million or more customers have done so not
by adding complexity but multiplying simplicity. They have moved beyond solving
a problem to serving a purpose, and always a global purpose that can leave a
lasting legacy.

Wealth Dynamics / Talent Dynamics Explained

Wealth Dynamics is the world’s No1 Business Development Pathway for Accelerating Trust and Flow in Individuals, Teams and Companies. Taking your profile is the first step to gaining far deeper understanding about your own talents and how to be In flow more often so that you can achieve far great results without the need to work harder.

Wealth Dynamics is based on a long history of tradition and research, it comes from a 5,000 year-old Chinese system of thinking called the I-Ching, which was developed and recorded by a series of Chinese emperors and teachers.   The I-Ching made it’s way to the West when Richard Wilhelm published his definitive translation.  After hearing about the I-Ching from Wilhelm, Carl Jung drew upon it heavily for his books as well as when he pioneered personality testing in the West.   His work is the basis for many of the psychometric tests available to companies today including Meyers Briggs, DiSC and Insights to name just a few.

The Frequencies (or Energies)

All the talents

However, Talent Dynamics is significantly different in that it links the missing elements that Jung chose not to include from the original I-Ching. These were the ancient Chinese philosophies described as the five natural “frequencies” (or Energies), each of which is linked to a season – Spring, Sumner, Autumn, Winter – the fifth being Spirit.

These 4 energies have 8 Archetypes, each with their own character traits that we can easily see every day in our colleagues, our customers and our family and friends.  Each of us has a mix of these energies that contribute to the whole of who we are.  The 4 energies are Dynamo, Blaze, Tempo and Steel.  It is the percentage of these energies that will dictates which of the 8 archetypes we most relate to.

Buying into the myth that you must be good at everything to be successful will stop you recognising your true talents and value.  When you finally know how to tap into your unique talents, your success will flow and your results will grow exponentially.  There is no one archetype that is more successful, it is about understanding what is your path of least resistance to success, and then following it.

Talent Dynamics is becoming the number one business development pathway focusing on the talents of a team as the core to success.  With Team Dynamics we use both the 4 energies and the 8 archetypes to better understand people.

At Talent Dynamic’s heart is the belief that everyone has a fundamental right to experience trust and flow and that this happens first on an individual level. Every person has something of value they bring to the team, a strength, traits, or a talent. This needs to be harnessed and encouraged to bring value to the team and increase the level of trust.   But the talent needs to be understood.

Talent Dynamics is the quickest and easiest way to get a team into and staying in Flow!

What is Flow

The Definition of Flow is the path of least resistance.

It helps us to understand how to get others into and staying in Flow and provides clear strategies and actions for teams to take based on their profile, to achieve a desired result.

The experience team members, customers and stakeholders have of your organisation – and their collective efforts to contribute to the success of the team or organisation – is determined by one guiding principle.

This principle determines the overall health of your team, the personal effectiveness and fulfilment of each team member, the ability to deliver under stress and the collective success that can be achieved. It is the same principle that enables competing species in an ecosystem to co-exist for the sustainable benefit to everyone.

The Eight Archetypes Explained

Below we give you highlights about each of the Archetypes and how they differ from each other.  As Radial 1 puts a strong emphasis on understanding the contribution each archetype makes to a team we have used the example of roles in project teams to help demonstrate.

creator

Creators are best at getting everything started, and they can also be quick to create chaos, but they can also find ways out of any chaos quickly.  Best in charge of new projects, but should be moved on to the next creation once their job is done.  May not make the best leaders as they run faster than their teams.  They are either introvert or extrovert.  Can work on many activities and projects at the same time.  Extrovert is a pioneer, innovative but focused, great at new product development & green fields systems.

Let Introverts focus totally on the creative process & ensure others run the operations (particularly Supporters).  The more they stay in their creative space the better the creations.  Don’t overload them with too many meetings otherwise they will create chaos.  Works best with colleagues who can promote and build relationships, and someone watch the details. Excels when kept focused on the big picture strategy and the creative process through to what needs to be delivered as the outcome.

Best roles in projects: Project initiation, project sponsor, strategic planning, business process re-engineering.

star

Stars are the best promoters, and need to lead from the front, but make sure there is someone looking after the details.  They need the chance to shine, and space to deliver results.  Need support & encouragement, or will become very critical of both themselves and others.  Can think quickly ‘on their feet’, and their personal magnetism is their greatest asset.  They have an inner confidence to step up and take the lead.  Stars take their clues from the reaction of those around them.  They feel at home the more they are recognised.

Stars tend to create performances rather than products.  Stars wear their hearts on their sleeves and so are very vulnerable and either become the ‘leader of the gang’ or the target for blame. Best when free to express and develop their own identity. Stars are best when able to work on their presentation and performance, provided the light is used to shine on others around them. Stars need a team to be at their best.  They work particularly well with Dealmakers who smooth the path and Lords who make sure that delivery can be made.

Best roles in projects: Stakeholder engagement, communications, change management, project proposals, ‘selling’ ideas

supporter

Supporters are the best leaders, but don’t expect them to come up with the plan themselves. Build a plan and set the goals, and then let them lead the team towards the plan. Let them set the management style, and an agenda that is consensory. Always give them an environment of fun, variety and celebration.

They are the natural leader. They will have outgoing personalities will be loyal and have an extensive and useful network. Often get indecisive and lost, especially if they cannot bounce ideas off others. When given the opportunity to build their own team, the team can outperform any other team or organisation. Their value is most evident when things heat up or need quick resolutions. Relationship-focused, confidence-building, able to lead, able to follow, enjoys team building, enjoys meeting new people, loyal to the team.

Best roles in projects: Project leader, project sponsor, team health and motivator, team building, organiser.

dealmaker

Deal makers are the best peacemakers, and will leave everyone feeling better, they know what to say to motivate or calm people down. They thrive on building the relationships but on a one-on-one basis and don’t like being put in front of audiences. When team dynamics become overheated or out of hand it will be the Dealmakers who calm things down. They have their ear to the ground and know what is happening. They create their value through timing, knowing what needs to be done and living in the present.

The Dealmaker is able to spotthe right opportunities as they happen and capitalise on this. They can’t help but connect people wherever they are but will often make promises they can’t keep. They are great foils for Stars who get everyone’s attention so the Dealmaker can step in and finalise the details . They are all about relationships.

Best roles in projects: Vendor management, procurement, team facilitation, interviewer, motivator, business SME

trader

Traders are the best negotiators, as they are constantly looking for balance and fairness. They will always get you the best outcomes for everyone (buying or selling). They will have their ear to the ground in the areas where they operate and will be the ones making sure the team are being taken care of.  They will always be looking for harmony and equality in the team and wills struggle if it is not happening.

Introvert or extrovert. Introvert are better with the data and research, and can make things happen while sitting at their desk. Extroverts are the ones trading with people and following up. They sense the highs and lows with people’s moods and concerns, they sense what’s needed and actually try to meet those needs.  They are also the ones who are happy with routine and will not bulk at repetitive tasks and following processes.  They do need Lords though for the detail and stars to promote their work.

Best roles in projects: Conflict resolution, customer service, trainer, team nurturer!

accumulator

Accumulators are your best ambassadors. They are reliable, get things done on time, and don’t make rash decisions. They make the best project managers, when a task or a project needs to be delivered, they are the ones who will be keeping tabs of the timeframes and  budget overruns. They are the reliable organisers in the team but will not be leading from the front.  They are natural managers but not natural leaders.

In for the long haul they will finish what others (especially Creators) have stared. Accumulators implement the improvements and processes designed by Mechanics and are most happy taking  small steps to achieve success. They become successful by patiently staying with what works. They are down-to-earth and reliable people. They don’t need lots of people around them to create a big difference.  They need mechanics to give them the systems and processes to follow and supporters to manage relationships and people issues.

Best roles in projects: Project manager, scheduler, project support, reporting, project financials and accountability

lord

Lords are your best analysts. They will be the ones studying the contracts or developing the architecture.  However, they are not the ones to network or sell the good work the team is achieving.  They are happiest behind the scenes. They will always be the most reliable to keep track of keeping score or keeping count.  If the team is brainstorming, the lords will be the quieter ones taking notes or coming up with all the reasons why something won’t work, thus they often can be the causers of conflict and team disharmony as they have done their homework and like to stick to their guns (or at least to some structure).  The Lord is alway absorbed in the detail and asks the questions “how” and expects answers.  They are not often  end up controlling everything. They work best when supported and understood by strong teams who appreciate them for their careful management.  Although not always the calmest of partnerships, need  Creators to innovate and deal makers to make things happen.

Best roles in projects: Systems analyst, architect, data, programmer, IT specialist, risk manager

mechanic

Mechanics are the best ‘completers’, they will take their time to finish things and are perfectionists which can wind up the big picture thinkers, but will usually find smart ways to do it better next time. They are not good at starting from a scratch, but they love to improve existing processes, products and systems. They work well on their own and often find social situations uncomfortable.  They do love to provide their team colleagues with the whole story, which doesn’t always sit well with the big picture thinkers who lose interest quickly.

They like to be structured but are still quite creative.  Can quietly work in the background on their own, dissecting and reassembling ideas. They are most comfortable with measurable things like data and details.  They struggle with complicated things like people and their emotions, however they make good mentors as they can see the big picture.

Best roles in projects: Business process design, delivery manager, project mentor, PMO, portfolio manager

Entrepreneur Dynamics by Genius Group

The Nine Entrepreneur Levels

Understanding your current entrepreneur level is the first step in Entrepreneur Dynamics. Like learning to fly a plane, knowing what level of expertise and experience you have as a pilot is the starting point. To move upwards begins with a plan to master your current level and step up to the next level.

The Foundation Prism

Infrared Level: Victim
Infrared falls deeper in debt month after month. Infrared comes from separation, and the steps out come from discipline and duty. You need to fix the plumbing before filling the pipe and setting up the habit of paying yourself first.

Red Level: Survivor
Red makes just enough money to have nothing. You may even have a successful business, but if you are just surviving personally, every business problem becomes a personal problem, which means you are your business’ greatest liability.

Orange Level: Worker
Orange is someone who works for a living. Whether you are in a job or self-employed, when you are Orange you have to work hard to earn a living, and you don’t know how to multiply your income. An Orange world is about action, not attraction.

The Enterprise Prism

Yellow Level: Player
Yellow is empowered to forge your own journey. You know how to create value, leverage it and make money in your niche. You have created a level of freedom, but your earnings are limited as you and your enterprises still rely on you more than others to keep things flowing.

Green Level: Performer
Green enables enterprises: Leading a team profitably is entirely different from self-employment, but the rewards are exponential. While Yellow works from outside in, Green works from inside out, leading to high performance teams and enterprises.

Blue Level: Conductor
Blue frees you entirely from having your hands full. Blue level has multiple investments and has mastered both cash and capital. Blue speaks an entirely different language, focus and set of measures, with multiple teams of income.

The Alchemy Prism

Indigo Level: Trustee
Indigo is the playground of the billionaire. When you have mastered the enterprise prism, trust becomes your greatest asset and one that you can monetize in magical ways. Understand this level, and you will see the world’s wealthy through a new lens.

Violet Level: Composer
Violet prints our currencies, sets our taxes and scripts the tunes we dance to. Until recently the domain of nations, more entrepreneurs, leaders and communities are now stepping into the role of composer and rewriting the rules by which the rest of us play.

Ultra-violet Level: Legend
Those at ultraviolet are the symbols to live by, like legends on a map. Their names become synonymous with their composition and are left as a legacy. This level has a frequency that lasts over generations, and the rise and fall of nations.

Your Enterprise Level

Level 0: The Desert (No customers)

Separate from the flow of value, resources and money

“Am I ready to create a job instead of trying to get a job or start a
business?”

At this level, a person is having little or no impact as there is no value
being exchanged at a level where someone is willing to pay for that value. Now
is the time to simply connect to one customer or employer who is willing to pay
to have their problem solved.

Level 1: The Oasis (1-9 customers) Personal service to solve one person’s problem
“Am I solving a problem for someone who trusts me that they are willing to pay to have solved?”
At the very first stage of a start-up, the focus is solely on serving the first customer and ensuring the product or service that is being co-created is solving that customer’s problem in a way that deserves payment, and in a way that is better than the alternatives.

Level 2: The Spring (10-99 customers)

Intimate user group to maximise value and market fit

“Can I scale my solution to ten people such that they are willing to pay and
refer me to others?”

At the second level of a start-up, the focus must remain on optimizing the
value being delivered to ensure the customers are coming back for more, with
their friends. Knowing what can be productive and replicated, and what needs to
stay personalized, happens now.

Level 3: The Stream (100-900 customers)

Predictable, replicable and viable model to grow with

“Have we found a repeatable, measurable pathway from our market’s need to our
solution?”

At the third Enterprise Level, the focus needs to move from creating value to
leveraging the value in a predictable way. This is the time to create a
customer pathway that enables you to scale the business without simply relying
on word-of-mouth.

Level 4: The River (1,000-9,999 customers)

Scalable team and time to develop a sustainable business

“Are we growing our team and time to enable the business to run well without
me?”

At the fourth level of enterprise, the focus moves from growing a predictable
customer pathway that attracts customers to growing a predictable talent
pathway that attracts the right team members and partners. If not for this
step, the founder remains the bottleneck.

Level 5: The Ocean (10,000-99,999 customers)

Market leadership, attracting resources and partnerships

“Have we built a reputation that attracts the financing, partners and support
to leverage with?”

At level 5 the focus changes from the customer pathway and the talent pathway
to now building a capital pathway that attracts investors, financing and
resources for growth. Without this change in focus, the company will reach a
limit in its ability to fund its own growth.

Level 6: Sea Change (100,000-999,999 customers)

“Are we establishing a mission, culture and model that is inspiring others on
their journeys?”

Few companies reach level 6, but those that do have done so by creating a
movement or mission that extends beyond the interests of the company. At this
size the company can impact millions, and to grow further needs to take on an
industry wide responsibility.

Level 7: New Horizons (1 million+ customers)

“Have we directed the trust that we are growing towards a meaningful global
purpose?”

Companies that reach an impact of 1 million or more customers have done so not
by adding complexity but multiplying simplicity. They have moved beyond solving
a problem to serving a purpose, and always a global purpose that can leave a
lasting legacy.

Wealth Dynamics / Talent Dynamics Explained

Wealth Dynamics is the world’s No1 Business Development Pathway for Accelerating Trust and Flow in Individuals, Teams and Companies. Taking your profile is the first step to gaining far deeper understanding about your own talents and how to be In flow more often so that you can achieve far great results without the need to work harder.

Wealth Dynamics is based on a long history of tradition and research, it comes from a 5,000 year-old Chinese system of thinking called the I-Ching, which was developed and recorded by a series of Chinese emperors and teachers.   The I-Ching made it’s way to the West when Richard Wilhelm published his definitive translation.  After hearing about the I-Ching from Wilhelm, Carl Jung drew upon it heavily for his books as well as when he pioneered personality testing in the West.   His work is the basis for many of the psychometric tests available to companies today including Meyers Briggs, DiSC and Insights to name just a few.

The Frequencies (or Energies)

All the talents

However, Talent Dynamics is significantly different in that it links the missing elements that Jung chose not to include from the original I-Ching. These were the ancient Chinese philosophies described as the five natural “frequencies” (or Energies), each of which is linked to a season – Spring, Sumner, Autumn, Winter – the fifth being Spirit.

These 4 energies have 8 Archetypes, each with their own character traits that we can easily see every day in our colleagues, our customers and our family and friends.  Each of us has a mix of these energies that contribute to the whole of who we are.  The 4 energies are Dynamo, Blaze, Tempo and Steel.  It is the percentage of these energies that will dictates which of the 8 archetypes we most relate to.

Buying into the myth that you must be good at everything to be successful will stop you recognising your true talents and value.  When you finally know how to tap into your unique talents, your success will flow and your results will grow exponentially.  There is no one archetype that is more successful, it is about understanding what is your path of least resistance to success, and then following it.

Talent Dynamics is becoming the number one business development pathway focusing on the talents of a team as the core to success.  With Team Dynamics we use both the 4 energies and the 8 archetypes to better understand people.

At Talent Dynamic’s heart is the belief that everyone has a fundamental right to experience trust and flow and that this happens first on an individual level. Every person has something of value they bring to the team, a strength, traits, or a talent. This needs to be harnessed and encouraged to bring value to the team and increase the level of trust.   But the talent needs to be understood.

Talent Dynamics is the quickest and easiest way to get a team into and staying in Flow!

What is Flow

The Definition of Flow is the path of least resistance.

It helps us to understand how to get others into and staying in Flow and provides clear strategies and actions for teams to take based on their profile, to achieve a desired result.

The experience team members, customers and stakeholders have of your organisation – and their collective efforts to contribute to the success of the team or organisation – is determined by one guiding principle.

This principle determines the overall health of your team, the personal effectiveness and fulfilment of each team member, the ability to deliver under stress and the collective success that can be achieved. It is the same principle that enables competing species in an ecosystem to co-exist for the sustainable benefit to everyone.

The Eight Archetypes Explained

Below we give you highlights about each of the Archetypes and how they differ from each other.  As Radial 1 puts a strong emphasis on understanding the contribution each archetype makes to a team we have used the example of roles in project teams to help demonstrate.

creator

Creators are best at getting everything started, and they can also be quick to create chaos, but they can also find ways out of any chaos quickly.  Best in charge of new projects, but should be moved on to the next creation once their job is done.  May not make the best leaders as they run faster than their teams.  They are either introvert or extrovert.  Can work on many activities and projects at the same time.  Extrovert is a pioneer, innovative but focused, great at new product development & green fields systems.

Let Introverts focus totally on the creative process & ensure others run the operations (particularly Supporters).  The more they stay in their creative space the better the creations.  Don’t overload them with too many meetings otherwise they will create chaos.  Works best with colleagues who can promote and build relationships, and someone watch the details. Excels when kept focused on the big picture strategy and the creative process through to what needs to be delivered as the outcome.

Best roles in projects: Project initiation, project sponsor, strategic planning, business process re-engineering.

star

Stars are the best promoters, and need to lead from the front, but make sure there is someone looking after the details.  They need the chance to shine, and space to deliver results.  Need support & encouragement, or will become very critical of both themselves and others.  Can think quickly ‘on their feet’, and their personal magnetism is their greatest asset.  They have an inner confidence to step up and take the lead.  Stars take their clues from the reaction of those around them.  They feel at home the more they are recognised.

Stars tend to create performances rather than products.  Stars wear their hearts on their sleeves and so are very vulnerable and either become the ‘leader of the gang’ or the target for blame. Best when free to express and develop their own identity. Stars are best when able to work on their presentation and performance, provided the light is used to shine on others around them. Stars need a team to be at their best.  They work particularly well with Dealmakers who smooth the path and Lords who make sure that delivery can be made.

Best roles in projects: Stakeholder engagement, communications, change management, project proposals, ‘selling’ ideas

supporter

Supporters are the best leaders, but don’t expect them to come up with the plan themselves. Build a plan and set the goals, and then let them lead the team towards the plan. Let them set the management style, and an agenda that is consensory. Always give them an environment of fun, variety and celebration.

They are the natural leader. They will have outgoing personalities will be loyal and have an extensive and useful network. Often get indecisive and lost, especially if they cannot bounce ideas off others. When given the opportunity to build their own team, the team can outperform any other team or organisation. Their value is most evident when things heat up or need quick resolutions. Relationship-focused, confidence-building, able to lead, able to follow, enjoys team building, enjoys meeting new people, loyal to the team.

Best roles in projects: Project leader, project sponsor, team health and motivator, team building, organiser.

dealmaker

Deal makers are the best peacemakers, and will leave everyone feeling better, they know what to say to motivate or calm people down. They thrive on building the relationships but on a one-on-one basis and don’t like being put in front of audiences. When team dynamics become overheated or out of hand it will be the Dealmakers who calm things down. They have their ear to the ground and know what is happening. They create their value through timing, knowing what needs to be done and living in the present.

The Dealmaker is able to spotthe right opportunities as they happen and capitalise on this. They can’t help but connect people wherever they are but will often make promises they can’t keep. They are great foils for Stars who get everyone’s attention so the Dealmaker can step in and finalise the details . They are all about relationships.

Best roles in projects: Vendor management, procurement, team facilitation, interviewer, motivator, business SME

trader

Traders are the best negotiators, as they are constantly looking for balance and fairness. They will always get you the best outcomes for everyone (buying or selling). They will have their ear to the ground in the areas where they operate and will be the ones making sure the team are being taken care of.  They will always be looking for harmony and equality in the team and wills struggle if it is not happening.

Introvert or extrovert. Introvert are better with the data and research, and can make things happen while sitting at their desk. Extroverts are the ones trading with people and following up. They sense the highs and lows with people’s moods and concerns, they sense what’s needed and actually try to meet those needs.  They are also the ones who are happy with routine and will not bulk at repetitive tasks and following processes.  They do need Lords though for the detail and stars to promote their work.

Best roles in projects: Conflict resolution, customer service, trainer, team nurturer!

accumulator

Accumulators are your best ambassadors. They are reliable, get things done on time, and don’t make rash decisions. They make the best project managers, when a task or a project needs to be delivered, they are the ones who will be keeping tabs of the timeframes and  budget overruns. They are the reliable organisers in the team but will not be leading from the front.  They are natural managers but not natural leaders.

In for the long haul they will finish what others (especially Creators) have stared. Accumulators implement the improvements and processes designed by Mechanics and are most happy taking  small steps to achieve success. They become successful by patiently staying with what works. They are down-to-earth and reliable people. They don’t need lots of people around them to create a big difference.  They need mechanics to give them the systems and processes to follow and supporters to manage relationships and people issues.

Best roles in projects: Project manager, scheduler, project support, reporting, project financials and accountability

lord

Lords are your best analysts. They will be the ones studying the contracts or developing the architecture.  However, they are not the ones to network or sell the good work the team is achieving.  They are happiest behind the scenes. They will always be the most reliable to keep track of keeping score or keeping count.  If the team is brainstorming, the lords will be the quieter ones taking notes or coming up with all the reasons why something won’t work, thus they often can be the causers of conflict and team disharmony as they have done their homework and like to stick to their guns (or at least to some structure).  The Lord is alway absorbed in the detail and asks the questions “how” and expects answers.  They are not often  end up controlling everything. They work best when supported and understood by strong teams who appreciate them for their careful management.  Although not always the calmest of partnerships, need  Creators to innovate and deal makers to make things happen.

Best roles in projects: Systems analyst, architect, data, programmer, IT specialist, risk manager

mechanic

Mechanics are the best ‘completers’, they will take their time to finish things and are perfectionists which can wind up the big picture thinkers, but will usually find smart ways to do it better next time. They are not good at starting from a scratch, but they love to improve existing processes, products and systems. They work well on their own and often find social situations uncomfortable.  They do love to provide their team colleagues with the whole story, which doesn’t always sit well with the big picture thinkers who lose interest quickly.

They like to be structured but are still quite creative.  Can quietly work in the background on their own, dissecting and reassembling ideas. They are most comfortable with measurable things like data and details.  They struggle with complicated things like people and their emotions, however they make good mentors as they can see the big picture.

Best roles in projects: Business process design, delivery manager, project mentor, PMO, portfolio manager