Sample Wealth Dynamics Report - What Entrepreneur Profile are You?
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Sample Wealth Dynamics Report - What Entrepreneur Profile are You?

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This is a sample report from the Wealth Dynamics Profiling System, the leading personality assessment for entrepreneurs and business. The 'Deal Maker' Profile is one of eight paths to entrepreneurial ...

This is a sample report from the Wealth Dynamics Profiling System, the leading personality assessment for entrepreneurs and business. The 'Deal Maker' Profile is one of eight paths to entrepreneurial success. Entrepreneurs like Donald Trump, Rupert Murdoch and Simon Cowell share this profile. Which profile are you?

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Sample Wealth Dynamics Report - What Entrepreneur Profile are You? Sample Wealth Dynamics Report - What Entrepreneur Profile are You? Document Transcript

  • WEALTH DYNAMICSPROFILE REPORT YOUR WEALTH PROFILE IS:Deal Maker Page 1
  • WEALTH DYNAMICS My Wealth Dy namics GraphName:Primary Talent Profile: Page 2
  • WEALTH DYNAMICS Welcome to Wealth D y namics Congratulations on taking action!In the following pages you will learn what it means to be a Deal Maker profile, and how it helpsyou find your flow. We’ve also given you a number of examples of well-known Deal Maker profileswho have kept to their natural path, and reached great success in doing so. “The men who have s uc ceeded are the men who have chosen one line and stuck to it.” - Andrew CarnegieIn this report you will recognise the strengths and weaknesses of your profile, and see what youshould – and more importantly should not – be doing to stay in your flow. We also cover howyour profile links to the other profiles, so you can begin to appreciate the people around you, howto bring out the best in them and support them towards their own natural paths. You will see thatWealth Dynamics is far more than a profiling tool. It is both a language of entrepreneurship whichallows us to tune in to the concept of flow, and it is a map of wealth, which allows us to see thatwealth has a place for all of us, provided we follow the path that allows us to shine. How to get the most out of your W ealth Dynamics P rofileIf you think of the eight profiles as eight games that are as different as basketball is to football orbaseball, you can see that each one has different rules, different locations and different winningand losing formulas. In basketball, you’re told to pick up the ball and not to kick it. In football,you’re told to kick the ball, not pick it up. In wealth creation we constantly get contradictory adviceand neither is wrong, it’s just they are referring to different games.To get the most out of your Wealth Dynamics Profile, it begins by making a commitment to onegame, and one game only – which is the one that gets you into flow. Mastery comes fromconsistently playing that game until it is second nature. This report is the first step to gaining clarityon what that game is for you (you will recognise the times in your life when you tuned in to yourpath and were in flow, and the times when you were not and life seemed like hard work).This report comes with a ‘Power Pack’, which is a one month tutorial including audio, video andcontent to support your mastery of your profile. We recommend you follow that and then, whenyou are ready, begin to use some of the resources at the end of this report to equip you on yourpath. Enjoy the journey, Roger James Hamilton Page 3
  • Deal Maker Your Primary Profile in a n u ts hellWealth Creation Ke y: Connecting the r ight people, the right time Strengths: Outgoing, entertaining, approachable, listening to others, always connecting people, quick to see opportunities, always in conversation. Weaknesses: Needs structure to get results, often too quick to please, often mischevious, easily distracted by others or their ideas, unsure of their own identity. S uccesses: Best when free to connect with others, out and about. Deal Makers need variety and constant contact, with clear directions and rules to the game. They are energised by others and work by bringing people together. Fail ures: Without clear direction, Deal Makers are often lost or can’t decide on the best way forward. They are so busy helping others, they often forget themselves. They will hide in the background if not acknowledged or included. The best roles in teams: Sourcing materials or resources, speaking one-to-one, looking after everyone, service-focused leadership, learning through role-play and hands-on experience, communicating one-to-one. The worst roles in teams: System planning, measurement, creating new ideas or plans, public presentations, task-focused leadership, learning through visuals, communicating through visuals or presentations. The best roles in life: Networking, negotiation, partnerships, market research, peacekeeping, conflict resolution, diplomacy. The worst roles in life: Financial accounting, system design, disciplining, innovation, project leadership, product design, detailed reporting. De a l Mak e r s to le a rn f rom: Donald Trump (The Trump Organization), Henry Kravis (Kohlberg Kravis Roberts), Masayoshi Son (Softbank), Rupert Murdoch (News Corp), Roman Ambramovich (Chelsea Football Club owner) Page 4
  • Deal Maker Your Primary Profile Description Summary De a l Mak e r s a r e th e be s t pe ace m ak e r s , a nd will l e av e ev e ryon e fe eli n g good. Don’t expect th e m to go out cold calling, a s th ey th riv e on building th e r e l a tion s hips th ey h av e. Work with De a l Mak e r s to n urtur e th e r el a tion s h ips within th e te a m a nd, wh e n thin g s g e t too hot i n th e t e a m , De al Mak e r s will cool it down.While Stars are high in the sky, Deal Makers have their ear to the ground. Creating value throughtiming, not creation, a Deal Maker lives in the present. As Donald Trump said, “I try to learn fromthe past, but I plan for the future by focusing exclusively on the present. That’s where the fun is.”Of all the profiles, the Deal Makers rely most on the relationships around them. While a Star’s valuegrows as they become less accessible, a Deal Maker’s value grows as they become moreaccessible. They are constantly on the phone and on the move. They create most value byspotting connections around them. Once the deal is done, the new value created enricheseveryone involved.Successful Deal Makers don’t try and shape their surroundings to suit them, but shape themselvesto suit their surroundings, listening and learning before acting. Whether it is David Geffen inHollywood, Donald Trump in New York real estate, or Rupert Murdoch in media, every successfulDeal Maker has picked a single area from which to attract the best deals in their market and createthe most valuable connections. Successful Deal Makers include Donald Trump, David Geffen,Masayoshi Son, Henry Kravis, and Rupert Murdoch. The Art of t he Deal Wi th a s e n sory dyn a mic, De al Mak e r s a r e r e acti ve, actin g on th e ri g h t opportuniti e s a s th ey h appe n. O n th e low e r, ri g h t corn e r of th e W e al th Dyn a m ics squa r e , De al Mak e rs ca n be found conn ecti n g people w h e r ev e r th ey go. De a l Make rs ca n al so be found wh e r ev e r th e r e a r e s ta r s or products th a t a r e worth r epre s e n ti n g a nd s h a ri n g with oth e r s.While others may burn relationships to build bridges, Deal Makers will burn bridges to buildrelationships. After all, who needs a bridge when you are the bridge? Deal Makers are the greatconnectors, and the best ones understand how to grow value for everyone with every connectionand introduction they make. Page 5
  • Deal Maker Your Primary Profile Description Le t’s d o L u nchDeal Makers are in their flow when they spot the differential in the deal. While Traders will multiplythe trades and control the spread, Deal Makers will control the deal and magnify the spread. As aresult, a Deal Maker can make a billion dollars in just one deal. A Deal Maker’s naturalcommunication skills put them in this position, and for this skill to shine, they need to be in front ofpeople. They will always add far more value negotiating over a salad than over a spreadsheet.Deal Makers are natural communicators, influencers and negotiators. They have a great sense oftiming. As a result, they can easily become intoxicated by their own success, looking for each dealto be bigger than the one before. This trend, however, is often the undoing of a good Deal Maker,who will go one deal to far and get burnt badly before they learn their limits. How De al Mak e r s l e ad be s t Deal Makers are people people, but they are more private than a Star, and prefer to work one-to-one. Don’t expect Deal Makers to stick to a plan, and do expect them to come back from a meeting often with a very different outcome than expected, but a much better one. Deal Makers lead best when they are able to be in constant conversation with their ear to the ground, not isolated from the crowd or stuck in the back office. How De al Mak e r s com m u n ica te be s t Deal Makers need to hear all sides so communication is always in stereo. Masayoshi Son became the richest man in Japan by bringing America’s biggest Internet brands into Japan, benefiting the American companies, and benefiting the Japanese consumers. As each side of the equation grew, so the deals grew. Communication to a Deal Maker is also about what’s not said. As Donald Trump says, deal making is an art, not a science. At the critical moment what you say and how you say it can make all the difference: you can lose a million by what you say, and you can make a million by saying nothing at all. How De al Mak e r s g e t i n to flow All sports stars, movie stars and rock stars have agents and deal makers representing them. Deal Makers get into flow by having a strong brand or product to talk to others about. They love to recommend others, and get into their flow when not focusing on themselves. Deal Makers shine when given a project or task to gain support or enrolment for, when they can speak passionately on behalf of the needs of the team. Page 6
  • Deal Maker Two Case Stu dies Rupert Murdoch “Outwit, Outplay, Outfox”Murdoch built hi s global m edi a e mpi r e f rom on e n e w spape r i n Adel aid e, Aus tra li a,fifty- four y e a r s a go. Today, N ew s Corpora tion, is a publicly listed compa ny on th eAus tra li a n, N e w York a nd London s tock exch a n g e s, a nd i s on e of th e world’sla rg e s t m e di a compa ni e s wi th ove r $23 billion i n r ev e n ue .Murdoch inherited the Adelaide News when his father, Sir Keith Murdoch, died in 1952. Murdochwas 21 years old. From early on, he preferred to buy rather than start new businesses, saying, “Interms of starting new businesses, I’ve always been a skeptic.”While Mechanics, with their systems, limit choice (typified by Henry Ford’s famous statement “Youcan have any color as long as it’s black”), Deal Makers, with their networks, broaden choice. It isthis passion for broadening of choice that has driven his strategy: “Communicating news and ideas,I guess, is my passion - and giving people alternatives so that they have two papers to read (and)alternative television channels.”Murdoch’s relentless strategy, acquiring media titles and using their cash flow to acquire furthertitles, has taken him into new countries and new markets as opportunities emerged. From the ageof 29, Murdoch went on a buying spree. Seeing the opportunity in England, he bought the News ofthe World and the Sun, followed by the Times in 1981. Using cash flow from his tabloid titles, hefunded his satellite TV network, Sky. Page 7
  • Murdoch’s heavy expansion in the 1980’s came with a series of crises. First, he overcame a disputewith trade unions in Wapping, followed by an urgent restructuring of his debt as the 1990’srecession hit. He dealt with both in his flow, taking advantage of the poor market to force amerger with his competitor, BSB, to form BSkyB and dominate the UK satellite TV market. Hisactions led Sunday Times editor, Andrew Neil, to call Murdoch "probably the most inventive, thebravest dealmaker the world has ever known".Relying on cash flow and debt financing for his acquisitions, Murdoch repeated his formula in theUnited States, buying the New York Post in 1976, and Fox Studios and seven Metromedia TVstations in the 1980’s. To overcome US ownership laws and complete the transaction, Murdochbecame a US citizen in 1985.From dominating the press, to dominating satellite TV, Murdoch continued to move wherever hespotted the greatest flow to leverage. When asked by a reporter whether he still stood by hisearlier words that newspaper classifieds were media’s “rivers of gold”, he replied: “Sometimes riversdry up.” Murdoch had already moved his focus to broadband and content in online networks, buying MySpace for $590 million in 2005, gaming company IGN for $650 million, and a share in DirecTV for $6 billion. For Murdoch, this was a natural progression: "The Internet is about giving lots of people lots of choices. Everything weve ever done is about giving people choices." How does a dealmaker oversee a $20 billion empire with 750 companies in 50 countries without getting bogged down in detail? Deal Makers do not need excess paperwork. Murdoch explains, “We have weekly reports - flash reports - which state profits and losses for nearly every single division. Our finance people put that together. Ive had that since the day I started, when it was in pen and ink, right down to the overtime - every detail. Just a sheet of paper.” Today News Corporation encompasses HarperCollins Publishers, BSkyB, News International, 20th Century Fox, Fox TV and Star TV. With a $6.7 billion fortune in 2005, Australia’s richest man now lives in America and, at 75 years old, continues to play the game. In an interview with The Bulletin, when asked what he would lik e to see differently, he said, “I’d like to seethe future a bit more clearly.” Page 8
  • Donald Trump “The Donald”W hil e De a l Mak e r s te nd to l et th e i r d e al s do th e talkin g, Tru mp s t a nd s out th a nk sto C re a tor Ma rk Burn e tt, w ho h a s built T ru m p’s bra nd ( a nd hi s own we a lth )th roug h th e hit TV s how, ‘Th e Appre n tice’. Trump’ s firs t big de a l, in 1974 a t th ea g e of 28, is a n ex a mpl e of how de al m akin g i s not about th e r e source s you h av e ,but th e r e source s you ca n a s s e mbl e.Trump found a vacant hotel on land owned by Penn Central Railroad, which owed New York City$15 million in back taxes that the city needed. Trump planned to buy the land for $12 million,persuade the city to accept part payment of the taxes owed in cash and part in profit share, thenfind a big hotel operator to run the hotel and convince a bank to loan $80 million to build it.With little of his own money, but plenty of his time, over the next two years he worked on the deal.Eventually he succeeded in the purchase, with Bowery Savings Bank fronting the money, Hyattopening the hotel as the Grand Hyatt, and Trump launching his real estate career. Trump’s father was a successful developer in Brooklyn, and in 1975 Business Week reported the Trump family’s fortune at $100 million. Trump chose to move out of his father’s shadow and focused on Manhattan property. Over the next fifteen years he built his reputation in New York, building Trump Tower, the Wollman ice-skating rink, and a series of casinos in Atlantic City. As with every Deal Maker, he stayed hands on in his deal making, while delegating everything else, saying, “Every time I come over to a site, I make a lot of money. My father used to tell me that you can’t makemoney sitting behind a desk.”By the late 1980’s, banks were lining up with easy credit for Trump. Trump’s attorney, George Rosssaid, “If he needed $60 million, the bank gave him $80 million, even if the project wasn’t worth $80million”. Trump bought the Plaza Hotel four months after the 1986 stock market crash for $407.5million, borrowing $425 million from a syndicate of banks to fund the deal. Trump gave a personalguarantee against the loan – something his father had always advised him against doing. By 1989,Forbes Magazine said Trump was worth $1.7 billion, but behind the scenes he was fully leveragedwith debt payments he would soon struggle to make. More significantly, Trump had begun to losehis focus, spending less time on deal making and more time promoting his brand. By 1990, theproperty market turned, leaving Trump in trouble.Trump, however, didn’t blame the markets. He blamed his own lack of focus, saying, “In the lateeighties I lost focus. I’d fly off to Europe to attend fashion shows, and I wasn’t looking at theclothing. Then, the real estate market crashed. I owed billions upon billions of dollars - $9.2 billion,to be exact.” As the new decade began, Trump was faced with the loss of three top executives inhis casino business as a result of a tragic helicopter crash. The press was hounding him aboutrelationship problems with his wife Ivana and mistress Marla Maples, and he was billions of dollarsin debt. Trump had just launched the $1 billion Trump Taj Mahal Casino, and within months wasnot able to make a $41 million bond payment due on one of his other casinos. His bankers gavehim a $56 million emergency loan and deferred $2.7 billion in debt in return for security over histhree casinos. Trump was put on an allowance and charged with running the operations, takinghim out of his flow. Page 9
  • With over $3 billion of outstanding business debt and $900 million in personal guarantees, Trumpdescribed how he was called in at 3am to attend a meeting at Citibank. He said, “That was the lowpoint. There were thirty bankers sitting around a big table. I phoned one Japanese banker, then anAustrian banker, and then a third banker from a country I can no longer remember.”Trump’s woes became public, and in 1990 Jersey Record columnist, Mike Kelly, wrote, "If we stillhad debtors prisons, Trump would be in the dungeon" and adding, "Donald Trump is a ThirdWorld Nation." Trump regained his focus, renegotiating his debts while aiming to keep control, ifnot ownership, of his assets. He continuously focused on making it to 1995 intact, saying later, “Iknew that if I could survive until 1995 and hold on to most of my properties, which I did, the marketwould come back, and it did.” With the press against him, the banks watching him and his wifedivorcing him, Trump worked down his debt. In 1995, he took his casinos public, raising $2 billionand making him debt free. By 1997, Trump was back to being a billionaire. Reflecting on hisexperience, Trump later said, “I was a schmuck, but I was a lucky schmuck”.Over the next eight years Trump built back his reputation in New York property, remaining focusedon the deal. With no computer or email, Trump remained constantly on the phone. “My phonesare so busy that I require two executive assistants, and they never stop. They alone handle, onaverage, more than 1,250 calls a week … my whole life is just one big negotiation.” To understandpeople more effectively, Trump read up on psychology, saying, “For me, reading the work of CarlJung was a step in the right direction. If someone had told me in business school that studyingpsychology would be important for financial success, I would not have believed it.” Trump equatesthis ability to tune in to the people around him as the “technique for seeing into, versus readinginto, the people around you”.In the new millennium, Trump was approached by Mark Burnett, who pioneered the reality TVgenre with “Survivor”, and in 2004, “The Apprentice” was launched, taking Trump back to a focus onhis brand. Over the next two years, on the back of the success of “The Apprentice”, Trump’s namebegan appearing through books, key note talks, and talk show appearances. While Trumpcontinues to make millions from leveraging his brand, he can continue to make (and lose) billionsfrom his deals. We, in the meantime, continue to benefit from his experiences. Trump follows inthe footsteps of billionaires like Carnegie and Getty by writing books on wealth. His book “How toGet Rich” gives a range of gems such as: Keep your door open; Make sure both sides come outwinning; Let your guard down but only on purpose; and, If you have them by the balls, their heartsand minds will follow. Page 10
  • Deal Maker Your Wealth Creation Strategy To see the power of this six step strategy, see it as the building of a mountain followed by the carving of a river. Once you have a Wealth Foundation and begin investing in staying in flow by maximising your moment of Wealth Creation, the river forms. Owning the value you create before leveraging it is critical, and then securing the cash flow is the final step that often gets forgotten!1. Building Wealth FoundationYour wealth is in your relationships, and the higher level your relationships, thehigher level the deals will be that you do. The time it takes to do a deal thatmakes you $100 is not so different from the one that makes you $1 million. Buildyour relationships but set the level you want to play at! Align yourself with theconnectors and financiers who can provide you with the resources.2. Moment of Wealth CreationYou need to maximize the time invested picking deals, finding the right peopleand managing negotiations. As a Deal Maker, choose your niche and grow yournetwork. Seek out value differentials to bring potential buyers and sellers together.You need to clear the decks to give you the time to do this job well, and with theright advisors around you, a fantastic deal could be just a month away.3. Value CreationFocus on building a team to seek and attract the best deals. This team becomesan appreciating asset, growing in value with every new deal that you make. Investin your negotiating skills and tuning yourself in to your market.4. Value OwnershipWealth comes from not just finding the deal, but controlling it. That means yourownership will come down to the relationships on either side of the deal, and thedetails of the deal – both legal and financial. You become the critical link.5. LeverageYou are magnifying your record, which means that you are building credibility asyou go, and will need to be leveraging on someone else’s credibility when youbegin. Your leverage will also come over time as your team develops track record.6. Secure Cash FlowToo many deals have gone through in which the Deal Maker rememberedeveryone except himself. Your cash flow must come from the deal itself, as that iswhere you are delivering value. So although you may want some equity stake foryour efforts, your focus must be on the front end commission, back endcommission and auxiliary fees you are charging to make the deal happen. Page 11
  • SupporterYour Second ary Profiles in a n u ts hell Wealth Creation Ke y: Le ading the Team Strengths: Relationship-focused, confidence-building; able to lead; able to follow; enjoys team building; enjoys meeting new people, loyal to the team. Weaknesses: Little patience with numbers or details; restless on their own; easily defocused; loves to chat; changes direction often; wants constant variety. S uccesses: Best when in a team, bringing out the best in everyone. Will shine if given clear direction and outcomes to achieve. Takes the time with each team member and builds loyalty. Best when provided creative input and back-up. Fail ures: Failure comes from being left on their own to figure everything out. Supporters fail by not having enough direction or when their team is taken away from them. They also lose energy without fun and celebration. The best roles in teams: Relating to people, organising the team, motivating, communicating, people-focused leadership, learning through conversation and teams, communicating through one-to-one discussion. The worst roles in teams: Financial management, system planning, measurement, creating new ideas, starting or finishing things, detail-focused leadership, learning through text books, communicating through data. The best roles in life: Leadership, marketing, relationship management, sales, support, team building, motivation, support team to Creators and Stars. The worst roles in life: Financial detail, research and measurement, administration, innovation, product development, data processing. Supporte r s to l e a rn f rom: Jack Welch (GE), Michael Eisner (Disney), Steve Case (AOL Time Warner), Meg Whitman (eBay), Steve Ballmer (Microsoft), Louis Gerstner (IBM), Lee Iacocca (Chrysler), Tony Blair (UK Prime Minister) Page 12
  • Trader Your Primary Profile in a n u ts hellWealth Creation Ke y: B uy ing Low and Selling High Strengths: Balanced, observant, grounded and always clear in what is fair. Takes time with people, gets to the point, and often sees things that others miss. Weaknesses: Needs direction to get results, happier with existing routines than new things, need to see it to believe it, often lose direction or clarity. S uccesses: Works best when in the thick of the action. Traders need to be hands on and actively engaged. When they are in charge of making moment-by- moment decisions they are at their best, and are the best to lead in a crisis. Fail ures: Traders fail when they are in charge of creating or directing from a blank sheet. They will take on too much or forget to delegate effectively. They also need much more information before being comfortable with new directions. The best roles in teams: Keeping the team together, keeping things fair, activity monitor, time keeper, activity-focused leadership, learning through hands-on experience and observation, communicating one-to-one. The worst roles in teams: Public speaking, creating new ideas or plans, creating change, task-focused leadership, learning through visuals, communicating through visuals or presentations. The best roles in life: Customer care, emergency services, market trading, market research, time keeping, human resources, team harmony. The worst roles in life: Creative design, strategic leadership, public speaking, marketing, financial accounting, system design Trade r s to le a rn f rom: George Soros (Quantum Fund), Peter Lynch (Fidelity), John Templeton (Templeton Growth Fund), Jim Rogers (Rogers International Commodities), Nelson Mandela, Mahatma Gandhi Page 13
  • WEALTH DYNAMICS W here did Wealth D ynamics come from ? “Foc us at your strengths, not your weaknesses, and follow your flow!”Th e No.1 Entr epr e n e ur P rofile T e s t A P a r a ll el U nive r s e Let’s imagine a parallel universe where someRoger James Hamilton devised Wealth of today’s most successful Wealth CreatorsDynamics in order to reconcile all of the ended up taking different approaches whenconflicting and often confusing advice on they got started. What would have happenedwealth creation, based on his extensive if Bill Gates had opted for a career as aexperience and considerable research. footballer? Would Oprah Winfrey have made millions as a commodities trader?After much study, it became clear that wealthcreation was a consequence not of a myriad If any of these Wealth Creators had notof conflicting business theories, but proven followed their path of least resistance toconcepts that have been used successfully for wealth, we would not have heard of themthousands of years, across a wide range of today. Each of us has a path based on ourcultures and philosophies. Integrating the five natural habits and talents – the ones we wereenergies, seasons and elements led to the born with. Only we follow our path do wedevelopment of the Wealth Dynamics square, give ourselves the opportunity to achieve ourwith each of the 8 Wealth Dynamics Profiles. true potential. Your path will be one of the eight on the Wealth Dynamics Square.Our Gr e a te s t Excus eMany explanations have been given for whysome of us acquire great wealth while someof us do not. Many have taken certainexplanations as persuasive enough evidenceto give up trying. We say: “Well, he was borninto the money”; “She has talent and charismathat I just don’t have”; “He’s obviously a great W h a t lies behind us a nd wh a t liesleader and I’m not.” Before u s a r e tiny m a tte r s compa ted To wh a t lies within us. ”Our greatest excuse for not taking actiontoday is that we believe we don’t have what it - Oliver W endell Holm e stakes to make it tomorrow. Page 14
  • WEALTH DYNAMICS W hat makes Wealth D y namics work? “Be still like a mountain, and flow like a mighty river”Th e W e al th P a r adox Th e W e al th Form ul aHave you noticed how for some people, no There are rules to this wealth river, and this ismatter how much money they get, it just the Wealth Formula:disappears? Whereas for many wealthypeople, you can take all their money away WEALTH = VALUE x LEVERAGEand it comes right back again. This is bestexplained by the ‘Wealth Paradox”, which Water always flows from high ground to lowstates: ground. Money always flows from high value to low value. Whoever values something more“Th e mor e mon ey you h av e, th e mor e will be happy to pay for it, and whoeveropportunitie s you h av e to lose it.” values the money more will happily take the money. Value determines the speed of moneyWithout true wealth, all the money that flows flow (the more value, the steeper the riverthrough you will disappear. So how do we and the faster the money will flow).define wealth? Roger James Hamilton defineswealth like this: Leverage is the width of the river, and so determines the volume of money flow. If I had“ W e al th i s n’ t how m uch mon ey you a widget that I sell for $100, I can doubleh av e. W e a lth i s w h a t you’re l eft with money flow by increasing value (a widgetif you los e a ll your m on ey.” worth $200) or invreasing leverage (two widgets worth $100 each). All WealthC re a ti n g a Riv e r Creators intuitively understand how to grow their river.Roger is talking about how Creators to focusat chasing water upstream, but creating a river Th e Opposite s of V al ue a nd Lev e r a g eof flow. There is trillions of dollars flowingaround our planet every day, so you don’t What few of us are taught is that there areneed to make money, you simply need to two opposites to value and two opposites todirect it. As Roger says, leverage, and we are each more natural at one that the other. Intuitive thinkers create“ W e alth isn’t about m akin g mon ey. value through innovation (create new things),It’s si mply about good plumbin g. ” while Sensory thinkers create value through good timing (trade the markets). IntrovertsWe each have a natural way to create the leverage value through multiplying (making itriver, and this is how the Wealth Dynamics simple and make many). Extroverts leveragesquare is formed. This becomes easier to value through magnifying (making it complex,understand when we see the wealth equation. and only one). These four make up the sides of our square. Page 15
  • WEALTH DYNAMICS The Wealth D ynamics Profile Square What is the p urpose of the Wealth Dy namics Square?The Wealth Dynamics Square gives us the relationship between the eight Talent Profiles. Think of itlike an eight-sided mountain, where there are different rivers flowing down each side. Each of ushas our own flow, which naturally links our dreams to our reality. The square shows the two opposites in the way we think and the way we act. Some of us think more with our ‘head in the clouds’, where create value through innovation. This is the ‘Dynamo’ energy on the top of the square. Some of us think more with our ‘ear to the ground’, and are more ‘sensory’, creating value through timing. This is the ‘Tempo’ energy at the bottom of the square. Some of us act more through people, and are more extrovert. The natural way to leverage is to magnify. Some of us act more through data, and are more introvert. Their natural way to leverage is to multiply. The eight Talent profiles fit around the square, each with a different balance of how they most naturally think and act. You will find that everyone has a profile and a natural path to success. These four energies are also related to the four seasons, spring, summer, autumn and winter. Page 16
  • WEALTH DYNAMICS The Eigh t Wealth Pr ofiles CREATOR STAR “Creating a “Creating a Better Product” Better Brand”C re a tors a r e g re a t a t g e tti n g thin g s Sta r s a r e excell e n t promote r s a nd a r es ta rt ed, a nd te r ribl e a t finis hi n g. Th ey hig h in both Dyn a mo a nd Bla z ea r e th e hi g h in Dyn a mo e n e rgy, a nd e n e rgy. Th ey a r e quick on th ei r fe e ta r e al w ay s usi n g th ei r quick thinking a nd ca n som e ti m e s s e e m to domin a t ea nd i m a g i n a tion to g e t out of troubl e. th e conve rs a tion. S ta rs a r e be s t w h e nTh ei r flow com e s f rom expre s si n g th ey us e th e i r spa rkl e to s hi n e th eth ei r cr e a tivity in v al uabl e w ay s. ligh t on oth e r s mor e th a n th e m s elv e s .Creators can’t resist creating. They keep The Creators set the stage, and the Stars stealcreating long after they’ve run out of the show. Stars get their most valuableresources, money, and other people’s feedback in the limelight, and find their flowpatience. In fact, they have their greatest while on their feet. As a result, they are ablecreative breakthroughs after most others to evolve their attraction on the fly, and it iswould have given up. their personal magnetism that is their greatest value.Before Walt Disney’s first animated moviewas finished, his distributor went bankrupt. Stars are naturals at creating a unique identityBefore his second movie was finished, he ran for themselves. It is their personal brand thatout of money himself. To produce the now attracts others. By magnifying their brand, theyfamous “Steamboat Willie” featuring Mickey quickly magnify their attraction. Failed StarsMouse in 192 , strapped for cash, he wrote to do not realize this and have been attemptinghis brother Roy: “Slap a big mortgage on to build their wealth by improving theireverything we got and let’s go after this thing products, their systems or their teams – nonein the right manner.” of which come as naturally. Stars also get frustrated that others can’t do what they canMany Creators fail because of their over- do, and so make poor managers without theoptimism as to what their business and their right deputies.team can achieve. This optimism has ledmany to take on far too much, leaving them Successful Stars are happy to leverage on thelittle time to do what they do best. products and platform of others in order toSuccessful Creators have delegated everything perform their magic. They lead from the frontexcept the creative process itself – and they with their name shining in lights, while othersfocus on creating new products, or new count the receipts.companies, while others take care of the day-to-day business. Successful Stars, who share the same winning (and, often losing!) formulas in their path toSuccessful Creators, who share a common success, include Oprah Winfrey, Marthastrategy to achieve their successes, include Stewart, Arnold Schwarzenegger, PaulThomas Edison, Walt Disney, Bill Gates, Steve Newman and Amitabh Bachchan (India’sJobs, and Richard Branson. number one Superstar). Page 17
  • WEALTH DYNAMICS The Eigh t Wealth Profiles SUPPORTER DEAL MAKER “Leading the “Bringing People Team” Together”Supporte r s a r e excell e n t with people, De a l Mak e r s a r e s tron g i n Bla z e a nda nd will alw ay s be found in th e Te mpo e n e rgy, so th ey a r e down-to-m iddle of th e pa rty. Th ey a re s tron g e a rth. Th ey h av e a s tron g s e n s e ofBla z e e n e rgy a nd ofte n dis tr acted ti mi n g a nd loyalty, a nd alw ay s m ak es upporti n g oth e r s. Th ei r flow com e s s ur e ev e ryon e i s O K. Th ey a r e be s tfrom bein g actively involved in l e adin g wh e n conn ectin g people a nd ide a soth e r s in fun a nd worthw hil e tog e th e r for ev e ryon e’ s be n efit.adv e ntu r e s Like Stars and Supporters, Deal MakersWhile Stars are busy shining, Supporters are leverage by magnifying out in front. Whilebusy lighting up others. Supporters are the Stars are high in the sky, however, Dealstrongest leaders, as they can translate value Makers have their ear to the ground: Creatinginto action through people. They are masters value through timing, not innovation, and livingat energizing teams by giving them the in the present.confidence they need to succeed. Theysupply the glue without which great plans Successful Deal Makers tend to catch thewould crumble. imagination of the business world, with their sweeping gestures that make millions in aMany Supporters struggle to find the right moment. Of all the profiles, the Deal Makersbusiness to start, despite their fabulous rely most on the relationships around them.network. This is because they are askingthemselves what business they should start, While a Star’s value grows as they becomewhen they should be asking themselves which less accessible, a Deal Maker’s value grows asvalue creator they should support. Steve they become more accessible. They areBallmer has led Microsoft, giving Bill Gates the constantly on the phone and on the move.space to create, and his shares in Bill’s They create their wealth by spottingcompany now give him a net worth of over connections in the market. Once the deal is$1 billion. done, the new value created enriches everyone involved.Some of the most successful Supporters canalso be found in their own businesses – such Struggling Deal Makers are often stuck tryingas in public relations, headhunting and to start a business or caught up in detail, asconsulting where others will pay big bucks for the idea of wheeling and dealing, wining andaccess to the people they know. Where dining, just sounds like too much fun! Everyothers would take months to find the right successful Deal Maker has picked a nicheperson, it often takes Supporters just one from which to attract the best deals in theirphone call. market.Notable Supporters include Jack Welch, Celebrated Deal Makers include DonaldMichael Eisner, Steve Case and Meg Whitman. Trump, David Geffen and Rupert Murdoch. Page 18
  • WEALTH DYNAMICS The Eigh t Wealth Profiles TRADER ACCUMULATOR “Buying Low “Collecting Selling High” Appreciating Assets”Trade r s h av e th e i r e a r-to-th e-g round, Accum ul a tors a r e excell e n t proj ectwith s tron g T e mpo e n e rgy. Th ey will m a n a g e r s a nd re s e a rch e r s . Th ey h av eal w ay s know who ups e t w ho, a nd how s tron g T e mpo a nd Ste e l e n e rgy, a ndto ke ep thin g s f ai r. Q ui e t by n a tur e, a r e a lw ay s ca r ef ul in th ei r work. Don’tth ey will ofte n only s h a r e if a sk ed, expect th e m to be ove rly cre a tiv e.a nd find th ei r flow in k e epin g th e Th ei r flow com e s from collectin g a ndpe ace a nd k e epin g thi n g s on ti m e . org a ni si n g w h a t’ s a l re ady th e r e .Traders are masters of timing but, unlike Deal While Traders create wealth by acceleratingMakers who make their money by bringing money flow, Accumulators create wealth byassets and resources together, Traders will decelerating it. Rather than making money bybuy and sell the assets and make their money buying and selling off waves, they makefrom the spread. Extrovert Traders will do this money by buying and holding on rising tides.where they can influence the price throughhard bargaining. Introvert Traders prefer to Steady and dependable, if the profiles weretrade through analysis rather than face-to-face compared to a football team, the Starsbidding, and include many of today’s would be the strikers while the Accumulatorssuccessful market traders. would be the keepers. While Stars are quick to spend, Accumulators are quick to save.While Creators need to immerse themselvesto create their wealth, Traders need to Accumulators often fail as a result of keepingdetach themselves. If markets were too much to themselves, rather than buildingsymphonies, the Creators are the composers the advocates who will network on theirwhile the Traders are the conductors. Value behalf. They rarely act on impulse, and fail ifcomes from waiting for and surfing the right they have not set the criteria to take action.wave while others get caught in the current. Accused of procrastinating, they simply need more data to make an informed decision.Many failed Traders have never taken controlof the trade. As reliable and hard-working Once Accumulators connect to the rightemployees, they may see either the buy side team, are quickly uplifted while keeping theor the sell side of a transaction within the team grounded. They ensure that everything iscompany they work for, but often never the in order and that what needs to get donetwo together. Only when they are in control gets done on time. Successful Accumulatorsof both sides will Traders become aware of are happy to remain down-to-earth, holdingthe natural talent that they have. the kite strings while others fly high.Famous Trader profiles include George Soros, Successful Accumulators include WarrenPeter Lynch, John Templeton and Jim Rogers. Buffett, Benjamin Graham, and Li Ka Shing Page 19
  • WEALTH DYNAMICS The Eigh t Wealth Profiles L ORD MECHANIC “Controlling Cash “Creating a Flow Assets” Better System”Lords a r e g r e a t a t th e deta il, withs tron g S te el e n e rgy. Th ey won’t be Mech a n ics a r e th e be s t a t compl e tin gth e loude s t voice i n th e room, but a r e thin g s. T h ey a r e hig h on S te el a ndth e be s t a t r e s e a rchi n g a nd s tudying Dyn a mo e n e rgy. As pe rf ectioni s ts th eyinform a tion a nd comin g up with som e ti m e s s e e m t ak e long e r to g e tcon side r ed decision s. Th ey a r e be s t thin g s don e. Th ei r flow com e s f romwh e n looking af te r a ll th e d e t ail s. takin g thin g s apa rt a nd finding be tte r w ay s to put th e m back tog e th e r.Lords love the detail, and are renowned fortheir thrift. They can squeeze out the cash If Creators need to have their head in theflow from assets without needing to own the clouds, then Mechanics need to have theirassets. finger in the pie. While Creators are great at starting things, Mechanics are great at finishingRockefeller became a billionaire in the oil things. They are perfectionists, which is whyindustry without needing to own a single oil they cannot resist finding ways to do thingswell. Mittal has become a billionaire in the better. While Stars twinkle, Mechanics tinker.steel industry without needing to own a singlemine. Whether commodity Lords or land They get hands-on with their systems andLords, they have the patience to collect and prefer to study how to improve things withcrank up every cent of cash flow they find. their hands dirty. Many Mechanics have yet to get going because they are still trying to figureWhile extrovert Supporters value people over out what business to start.numbers, introvert Lords value numbers overpeople, and don’t have time for politics or Many Mechanics have companies with betterniceties. Lords love certainty and hate risk. systems than their competitors, but they haveThey prefer to keep to themselves, and those not leveraged these systems with strongerwho haven’t yet found their wealth often fail products produced by others, or theirto see their analytical skills, risk aversion and business is limited by their autocraticneed for control as their greatest strengths. management style and high staff turnover.Successful Lords are unrelenting once they Successful Mechanics remain hands-on, fine-find their niche, with the ability to consistently tuning their systems long after they havegenerate cash flow without the need for delegated many other areas of their businesseither innovation or timing, weathering market to others. This is where they see the greatestconditions and acquiring the competition results, and where they gain the mostuntil they are dominating entire industries. satisfaction.Successful Lords include Andrew Carnegie, Successful Mechanics include Henry Ford, RayLakshmi Mittal, and Sergey Brin. Kroc, Sam Walton, Ingvar Kamprad (IKEA founder), and Michael Dell. Page 20
  • WEALTH DYNAMICS The Five Frequencies Synchronizing with the SeasonsOur primary profile is the game we play when we are in our flow. Each of us has a primary profilebased on the balance of our frequencies. We were all born with a different mix of five‘frequencies’, first identified in the Chinese ‘Book of Changes’: The I Ching. Through RichardWilhelm’s translaion of the I Ching, passed to Carl Jung as he was devising ‘Psychological Types’,these frequencies have become the basis of modern psychometric tests, as well as the basis ofChinese disciplines such as Chinese Medicine, Martial Arts and Feng Shui.The four base frequencies form the four sides of the Wealth Dynamics square. Each of these fourfrequencies is a state of change, like the four seasons. When you take the Wealth Dynamicsprofiling test, you identify how much of each frequency you hold. The balance determines whichof the eight games you play most naturally: the one that creates the greatest resonance andharmony with your natural frequencies. The more time we invest in harmony with our strongestfrequency, the sooner we get into our flow. Here are the five frequencies:The fifth ftequency is what Aristotle called ‘The First mover’, being the source to the rest. This is thewater energy, which is the basis of flow. This frequency is outside of time. The five frequenciesform a cycle that begins and ends at water. Every project, business, industry, country goes throughthese frequencies as they cycle from creation to completion to creation again. You are currentlygoing through this natural cycle with each relationship you have and each journey you embark on.Our effectiveness changes as we resonate with our environment, and also as we resonate with ourtime. Even in the right environment, as time changes we can lose our flow – our winning formulacan become a losing formula. Great entrepreneurs recognize this, and so will move industries andeven countries to stay in the flow. Page 21
  • WEALTH DYNAMICS The Five Aspects of Vision20 / 2 0 Vi sionWhy do we need a team? Because a teamin flow gives us far better vision for what’scoming. Each of our profiles gravitates toone of the five aspects of vision, based onthe question each asks most naturally.Dyn a mo provide s P e r spectuv e- Be s t a t a skin g “ W h a t ? ”Perspective is related to depth of vision.Perspective gives a deeper view of what ispossible. Perspective focuses light andsparks the flame, yet this focus can miss theelements on the periphery. Dynamos aregreat at providing perspective, but often atthe expense of the peripheral issues.Te mpo provide s P e rception – B e s t a t a skin g “ W h e n ? ”Perception is related to breadth of vision. Peripheral vision gives a wider view of what is there.Perception includes more distinction on what already exists, grounding experience in place andtime, yet can miss what might be. Tempos see the wood for the trees, but often miss the biggerpicture.Ste el provide s Cl a ri ty – B e s t a t a ski n g “How ?”Clarity is related to the detail of vision. Clarity can see in black and white, and can pick up detailthat others will miss. Clarity can clearly distinguish between the different elements of a situation, yetcan miss the fun in the moment. Steels see every detail, but often at the expense of the peopleinvolved.Bla z e provide s Colour – B e s t a t a skin g “ W ho? ”Color is related to drama of vision. Color can make our vision come alive with variety and vibrancy.Color allows us to see the rainbows in light, and gives us a chance to dance, yet with color welose clarity, and can easily miss the detail. Blazes see the excitement, but often miss the detail.Spirit giv e s I n s i g ht – B e s t a t a skin g “ W hy ? ”The fifth element offers the fifth aspect of vision, insight. Insight transcends our two eyes, and isseen through what different cultures have termed the ‘third eye’. Insight relates our outer world toour inner knowledge, or in Jungian terms, our ‘conscious’ to our ‘unconscious’.When we bring together the right team, we build the power of great vision. Through vision, we canturn our thoughts to action. With great vision, we can turn great thoughts to great action. We canturn dreams to reality. Making magic is a team sport. Page 22
  • WEALTH DYNAMICS Effective Operating Sys tems “Plant a seed in the wrong place and, no matter the seed, no flower will grow.”Dre s s ed for S ucce s s Performance comes from predictability. Force an Accumulator, Lord or Mechanic toEach of the five frequencies require a perform without preparation in front ofdifferent foundation to flourish. If you put something as unpredictable as people, andyourself or any of your team into an you’ll experience how cold winter can be!environment that doesn’t suit your individualprofiles, all success will be short-lived. Here Bla z e n e eds V a ri e ty: “ Glow”are the emotional needs linked to each of ourfive frequencies: Blaze frequency, on the other hand, burns brightly out and about. Variety is aboutDyn a mo n e ed s Sig nifica nce: “Grow ” people and places. Put Blaze in a back office with a spreadsheet, and the flame soon goesTake away significance, esteem or out. Lock a Star, Supporter or Deal Maker in aindependence from their operating fixed plan with no variety, and don’t expectenvironment and Mechanics, Creators and them to shine. Get them out and about,Stars will soon leave if they can. Provide an however, and watch them ignite.environment that gives them the freedom togrow, and they will work at their best. A Understanding the need for an effectiveDynamo’s greatest stress comes from a loss environment in which to operate gives us anof independence and a loss of any prospect insight into why those around us react toto individually shine. change. Change their environment, and it changes their performance and comfort. ItTe mpo n e eds Con n ection: “Slow” also gives us the chance to communicate more effectively.Tempo frequency does not need this sameindependence. However, take away their Spirit n e eds Growth & Contribution:connection or comfort and they will soon “Flow!”react. While Dynamo needs to fly, Temponeeds to be grounded. When a project is The fifth element flows on growth andmoving too fast, Tempo will want to slow it contribution. As our water element grows, ourdown. If connections with customers or staff need for each new learning cycle to providebecome strained, a Deal Maker, Trader or growth and contribution grows as well. TheAccumulator will want to re-connect before more water, the better the garden grows. Thisprogressing. is, however, a choice. Some of us have chosen to ignore this process of growth andSte el n e eds C e rt ai n ty: “ Know” contribution. Some of us go from day to day without asking ‘Why?’. We do not grow, weSteel frequency strengthens with certainty. do not contribute, and flow eludes us, asInvite Steel to a wild party, and they will be does our fortune – our wealth, our luck, andthe first to take a rain check. Take away our legacy.certainty, and discomfort sets in fast. Page 23
  • WEALTH DYNAMICS Leadership St yles “The best leadership always starts from within.”Each P rofile l e ads diffe r e n tly voices of the people,” he was talking about Tempo leadership. A Tempo leader willThere are many books out there explaining check themselves and their teams against theirhow to be a “good leader”. The truth is, each activity relative to the market. Don’t expect afrequency has a leadership style that comes creative plan from a Tempo leader. Donaturally. If you try and adjust your style to expect what needs to be done to get donesomething different, it will not only be on time.uncomfortable, it will feel like hard work, andat critical moments you will snap back to your Ste el i s Da t a-ba s ednatural style. While Tempo is about consultation, Steel isDyn a mo i s T a sk-ba s ed about calculation. Whereas a Blaze leader can assess his sales team by being out on theDynamo leadership is based on driving field with them, the Steel leader will know justforward the new idea or project, and by looking at the numbers. Whenknocking over the tasks to move ahead. entrepreneurs such as Getty and RockefellerPeople, analysis, timing, all take second place are criticized for their aloof style, it is thatto action. As Richard Branson said, “I believe style which enables them to lead from thein benevolent dictatorship provided I am the back, rather than from the front or side.dictator.” If you want to get things moving, puta Dynamo leader in place. But once things Having great leadership around you does notare moving, move him on to the next project come from trying to mould leaders into aand appoint a new leader! particular style. It is about understanding what cycle your businesses are in, what leadershipBla ze i s P eople-ba s ed is needed, and then putting in place the leader whose frequency resonates mostBlaze leadership is based on motivating effectively. Leaders change markets andpeople to perform at their best. Not the most markets change leaders based on this cycleimportant thing if you do not yet have the of resonance.value in the market, but once that’s in place,collective communication and collaboration W h a t abou t th e Spirit F reque ncy ?become key. In the words of Jack Welch, “Inleadership you have to exaggerate every The fifth element also has a leadership style.statement you make. You’ve got to repeat it a While the four base frequencies are based onthousand times and exaggerate it.” creation, collaboration, consultation and calculation, the fifth frequency is based onTe mpo i s Activity-ba s ed contribution. The fifth element, water, is the key to flow. Flow is based on not justWhile Dynamo is about creation and Blaze is effective receiving but more importantly onabout collaboration, Tempo is about effective giving. Knowing “why” we are doingconsultation. When Woodrow Wilson said, what we are doing – to give it back – leads“The ear of the leader must ring with the us inevitably to our fortune. Page 24
  • WEALTH DYNAMICS Team Roles and CyclesLeadership of any business needs to evolve as the business evolves. As Henry Ford said, “Asking‘Who ought to be boss?’ is like asking ‘Who ought to be the tenor in the quartet?’ Obviously theman who can sing tenor.” As the season of your business changes, ensure the right profile isleading the change.Leadership of any business needs to evolve as the business evolves. As Henry Ford said, “Asking‘Who ought to be boss?’ is like asking ‘Who ought to be the tenor in the quartet?’ Obviously theman who can sing tenor.”As the season of your business changes, ensure the right profile is leading the change. The leadersof the most successful new start-ups are always Creators and Stars with dynamo frequency. Theleaders of companies that are acquiring market share and market presence in a consolidatingindustry are always Supporters and Deal Makers with blaze frequency. The leaders of the mostsuccessful companies who have already begun to dominate their niche are always Traders andAccumulators, and the leaders of companies consolidating mature markets are always Lords andMechanics.How do you know what season your business is in? Simply by seeing what season you have justpassed through. If you have a great product that has proven itself in the market, you are out ofspring and into summer, focusing on building your market. If you have many new customers andsales are coming easily, you are out of spring and into autumn, focusing on servicing yourcustomers well. If your customers are happy and your staff settled, you are out of autumn and intowinter, focusing on building the right systems for the next spring.The biggest error that entrepreneurs make is when they hold on to their winning formula for toolong, by which time the seasons have changed and their winning formula has become a losingformula. Another error is when they put the wrong people into the wrong position, basing thechoice more on their qualifications and knowledge than their natural passions and talents.Your choice of who should be where within your teams is as important as who should be leadingyour enterprise or projects. “Talent wins games, but teamwork and intelligence wins championships.” - Michael JordanYour flow comes from following your natural path. Your team momentum comes from each teammember following their natural path. Each frequency and each profile has a different role withinthe team where they can be most effective. Often the best team selection is not the person whocan be most effective, but the person who enables the existing team to become more effective.Here are the 8 profiles, and the role within the team that allows them to be in their greatest flow: Page 25
  • The Best Team R oles for each Profile C re a tor Creators are the best initiators, and although they can be quick to create chaos, they can also be surprisingly innovative at finding ways out of chaos. Always put them in charge of new projects, but move them on to the next creation once their job is done. Sta r Stars are the best promoters, but need to lead from the front. Give them the chance to shine, and give them the space to deliver results without tying them down. Give them the systems and support to enable them to focus on building new business. Supporte r Supporters are the best leaders, but don’t expect them to come up with the plan. Build a plan and set the goals with a Supporter, and then let them lead the team towards the plan. Let them set their own management style, and their own agenda. De a l Mak e r Deal Makers are the best peacemakers, and will leave everyone feeling good. Don’t expect them to go out cold calling, as they thrive on building the relationships they have. Work with Deal Makers to nurture the customer and relationships you have. Trade r Traders are your best negotiators. They will always get you the best price, in both what you buy and what you sell. They want to be given the parameters in which to work. Traders will have their ear to the ground in your market and your team. Accum ul a tor Accumulators are your best ambassadors. They are reliable, get things done on time, and are not prone to making rash decisions. Accumulators make the best project managers, when a specific task needs to be delivered reliably. Lord Lords are your best analysts. Give them the space to study the detail, and to deliver the data. Don’t ask them to go out and network, as they are strongest when focused behind the scenes. Mech a n ic Mechanics are your best completers. They will wrap up the process and find smart ways to do it better next time. Don’t ask a mechanic to start from scratch, but do give them an existing process or product to improve on.When we place a team member out of their flow, we really only have ourselves to blame for theresult. Of course, when others are not set up to operate in their flow, it is only a matter of timebefore you are pulled out of your flow as well. Page 26
  • WEALTH DYNAMICS Profiles in Hist or y and Cult ur eYou will find the eight profiles throughout history. The characters we relate to in stories and filmsare often the extreme expression of the profiles, and we immediately recognise and connect withthem when we see them. Many of the most successful feature films and TV series work becausethey throw a series of different characters together, and all the drama and comedy comes fromthe way they interact with each other. Here are three well known examples of a mix of characterswho depend on each other despite their differences.FriendsTVs longest running sitcom is based on six friendswho each have a different character. Each has habits,faults, quirks and qualities based on their TalentProfile. Laughing at Friends is like laughing at parts ofourselves and people we know:Joey – Star (outrageously outgoing); Phoebe –Supporter (bubbly and fun); Chandler – Deal Maker(overly sensitive); Rachel – Trader (nurturing andsensory); Ross – Accumulator (worried abouteverything); and Monica – Lord (obsessed with detail) Star W ars George Lucas designed the characters in Star Wars based on the work of Joseph Campbell, who was heavily influenced on Carl Jung’s ‘archetypes’ and the journeys in which they interact. As one of the most successful Hollywood franchises, Star Wars has all the leads play one of the eight Talent profiles, and we see the drama played out through their strengths and weaknesses: Luke Skywalker – Creator; Hans Solo – Star; Chewbacca – Supporter; Jabba the Hutt – Deal Maker; Princess Leia – Trader; C3PO – Accumulator; Darth Vader – Lord; R2D2 – MechanicWinnie the PoohCartoons also adopt the Talent profiles to bring thecharacters to life. A.A. Milne’s Winnie the Pooh has alleight characters to bring about the interactions in the100 acre wood. Like Friends, you don’t need to changethe setting when the story grows around the characters:Roo – Creator; Tigger – Star; Piglet – Supporter;Winnie the Pooh – Deal Maker; Kanga – Trader; Eeyore– Accumulator; Owl – Lord; Rabbit – Mechanic Page 27
  • WEALTH DYNAMICS Origins of Talent Dy namicsW h e r e doe s th e sy ste m com e f rom ? developed and recorded by a series of Chinese emperors and teachers. The I-ChingWealth Dynamics – a unique personality made its way to the West when Richardprofiling system for entrepreneurs and Wilhelm translated it and brought it to Carlleaders, which is currently used around the Jung in 1919, who had it published.world. Jung was so taken with the I-Ching that heW h e r e doe s th e sy ste m com e f rom ? drew upon it heavily for his book ‘Psychological Types’, and his theories onCreated by Roger James Hamilton, Wealth ‘Synchronicity’ and the ‘CollectiveDynamics has been used by over 40,000 Unconscious’. Jung pioneered psychometricentrepreneurs around the world. You will find testing in the West, and all the personalitysimilar elements within Wealth Dynamics and tests you are asked to do in any jobpopular psychometric tests, as they all have a applications come from these roots.common modern origin in Carl Jung work onarchetypes. Wealth Dynamics is different in Th e n a tur a l l a n g u a g e of flowthat it provides an intuitive structure, practicalstrategies, modern role models and a link If you choose to delve deeper into Roger’sback to the roots of profiling 5,000 years work on Wealth Dynamics and the corporateago. version, Talent Dynamics, you will find that he has identified these roots from ChineseTh e hi s tory of pe r son ality profiling philosophy as the natural language of flow used by the great masters, scientist andWealth Dynamics is based on a long history philosophers during Alexandrian times, theof tradition and scientific research. It comes Renaissance and the Enlightenment.from a 5,000 year-old Chinese system ofthinking called the I-Ching, which was Th e 8 T ri-Gra m s Here is a diagram of how the eight ‘tri-grams’ in the I Ching link to the eight profiles. The I Ching means “The Book of Changes” and is a study of how time has 64 different ‘vectors’. At any moment there is a natural path to take based on the vector, and this keeps us in our flow. People who have mastered their path intuitively know what to do and when to do it. We see this all around us, yet few of us commit to our path long enough to reach this level. We trust you will! Page 28
  • WEALTH DYNAMICS Frequen tly Asked Q uestio ns Here are some questions you might have on Wealth Dynamics, and some simple answers.W h a t if I’ m worri ed th e t e st ca m e ou t w ron g, or my profile ch a n g e s ov e r ti m e ?Your profile result is based on the questions you answered. If you’re worried you are anotherprofile, then focus at that game instead. The most important thing is that you choose one gameand stick to it. Those who keep switching games will always be uncertain which game to committo, which is why they never make it into the big leagues in any of them.C a n I u s e my profile a s a r e a son for my f a ul ts ?Every football player in a match takes ownership of their position, but all take responsibility forwinning the game. When you know what you aren’t so good at, you can still take responsibility forthose areas by having others help you or putting a system in place to minimise your failures.How do I g e t i n to flow if ev e ryon e a round m e i s in ch aos ?A river doesn’t wait for the rocks to leave before the water flows. In fact, you’ll find more rocks inrivers than most other places. You can step into your flow regardless of the reaction of thosearound you, and you will soon find others who are playing the same game being attracted to you..Should I ri sk i t all to follow i n th e foots teps of my Billiion ai r e rol e m odel s ?A skier aspiring to ski like his heroes on the black run doesn’t start on the black run. But if the skiercommits for the long term to be a great skier, and starts at the level that does not result in a wipeout of money, time and confidence, then it’s inevitable they will one day be on the black run.Roger’s Wealth Spectrum Test will identify exactly which of the nine levels of wealth you are atnow and the specific steps. To move up with certainty and confidence.W h a t if I’ve r e a li sed I’ve be e n doing tota lly th e w ron g thi n g ?Don’t despair and don’t throw it all in. Don’t quit your day job just yet. Even Superman had to beClarke Kent to earn a living before jumping into his spandex pants and saving the world. Rogerruns regular events and coaching sessions to work with entrepreneurs who are making the transitionto a life designed around stepping into and staying in their flow.I love th e W e a lth Dyn a m ics concept. C a n I becom e a pa rtn e r ?We have over 2,000 trainers, coaches and marketers in our Wealth Dynamics affiliate communityat Orion United, and Performance Consultants delivering Talent Dynamics training to corporations.We would love to have you join us to spread the word and get more people into their flow.C a n I m ak e a big g e r diffe re nce i n th e world if I’m i n my flow ?That’s the ultimate point of Wealth Dynamics. Roger Hamilton’s vision of ‘World Wide Wealth’ isa world in which each of us are increasing our power to both create and contribute wealth. As hesays “You can’t help the poor by being poor.” You will find within XL Nation and Roger’s networkmany changemakers who have used their mastery of flow to become social entrepreneurs andmake a bigger difference towards the causes they are passionate about. We invite you to do thesame! Page 29
  • WEALTH DYNAMICS TOP 10 Ste psThank you for taking the time to take the Wealth Dynamics and read this report. Here are our Top 10 Steps for you to take, to make the most of your Wealth Dynamics Profile. Visit the Wealth Dynamics Central Site 1 You will have received a special code by email when you took this test, that provides you with a 50% discount on all the resources in our store. Use it! You will also find helpful videos when you visit the profile and spectrum pages. 2 Use the Wealth Dynamics Power Pack You have also received a Power Pack of your profile, which is a full one month programme to master your profile. Schedule the time and turn it on! 3 Share with Friends & Famil y You’ll be amazed when you share what you’re learning about your natural path how much it inspires them to also step up in their clarity and commitment to their path.4 Take the Wealth Spectr um Test To ensure you take the right steps that are best for you, based on your current level of wealth, take the Wealth Spectrum test (link on the next page).5 Join Orion United Joining Orion United gives you an affiliate code that you can use to earn from your referrals, and buy all Wealth Dynamics products at wholesale rates.6 Connect with us online We’ve given you a whole list of links to connect with us online via all the usual social media sites. Link to our communities and get all the latest news.7 Connect with Roger James Hamilton online Roger is also very active and connected online, so connect directly to his stream of content and connections through the links on the next few pages.8 Attend a Wealth Dynamics E vent There is no substitute for a Wealth Dynamics event. These are transformational. We have regular events held at XL Vision Villas resort in Bali.9 Join XL Nation To join our community of changemakers, using Wealth Dynamics as a common language to make a contribution to the world, join XL Nation.10 Think it, Ink it, Do it, Review it Whatever we can provide, it is what you do that makes the difference. Commit to applying what you have learnt here, and all the difference is in the doing! Page 30
  • WEALTH DYNAMICS U seful Links Connect with the Wealth Dynamics CommunityYou can follow all the latest developments with Wealth Dynamics and World Wide Wealth byvisiting these sites. Stay in the know by staying in the flow! Wealth Dy namics Central This is our global store, organized by profile and spectrum level http://www.wealthdynamicscentral.com Wealth Dy namics Profile Test Here’s the site to take your Wealth Dynamics Spectrum Test. http://www.wdspectrumtest.com Wealth Dy namics on Face boo k Join our group on Facebook to connect with other entrepreneurs using Wealth Dynamics: Wealth Dynamics on Facebook http://on.fb.me/WDFBGroup Wealth Dy namics on Twitter Follow the latest developments with Wealth Dynamics on Twitter http://ww.twitter.com/wealthdynamics Wealth Dy namics on You t u be Watch all the videos on Wealth Dynamics on our Youtube Channel http://www.youtube.com/wealthdynamics Talent Dy namics If you are ready to apply this learning to your team, Talent Dynamics is the corporate version of Wealth Dynamics: http://www.talent-dynamics.com Orion U nite d Become an affiliate partner of Wealth Dynamics and enjoy earnings of between 10% and 70% on products and events: http://www.orionunited.com X L Nation This is our community of social entrepreneurs committed to World Wide Wealth. Join us. http://www.xlnation.org Page 31
  • WEALTH DYNAMICS U seful Links Connect with Roger James Hamilton As you embark on your personal path to success, I too am on an ever- expanding path through the Wealth Spectrum. On this page you’ll find the main links to connect with me and share your experience with Wealth Dynamics and the Wealth Spectrum. The links here will also give you an idea of who I am: My Personal Site You’ll find news on all my latest activities and companies here on my personal site http://www.rogerjameshamilton.com My Social Site You’ll find all my social media activity and online groups here on my social site http://www.rogerhamilton.com My Virtual Home As I’ve hit my 5,000 limit on Facebook, here’s my new Facebook Page where we can connect http://on.fb.me/FBRoger My Real Home I live in Bali with my family, and we’d love you to visit our Vision Villas Resort http://www.xlvisionvillas.com My Tweets All my latest news usually finds its way to Twitter, so follow me here http://www.twitter.com/rogerhamilton My Blog Here’s my main blog site, which has plenty of Wealth Dynamics resources http://www.rogerhamilton-wealthdynamics.com My You t u be Channel I’m constantly adding favourite videos linked to Wealth Dynamics here http://www.youtube.com/rogerjameshamilton“Life is either a daring advent ure, or no t hing.” - Helen Keller Page 32