Osmaan Sharif is an expert in the field of transformation. He takes business owners and entrepreneurs from wherever they are, not to where they necessarily want to be, but where they should be. Often the hardest bit of that process is not getting them there, but actually finding out where ‘there’ is. The rest usually follows, because once you discover exactly where you need to go, you’ll be in flow. And the rest will come pretty naturally!
As purveyors of information, we know that there’s quite a lot of it out there. Too much, in fact. A million and one experts telling you a million and one ways of achieving pretty much the same thing. It can be confusing, and we should know! For every piece of content, of training, of strategy we give you, there are a thousand others that didn’t make the cut. In this sea of information, how are you supposed to know what to listen to?
Well, you should probably start with this. In this seminar the marvellous Osmaan Sharif takes you through the Wealth Dynamics profile, a powerful tool designed to help you get clarity on what you should be doing. It sounds simple, but you’d be shocked at just how few people get it right straight off the bat. In fact, the chances are you aren’t doing what you should be doing. You might not even be close!
Today’s seminar with Osmaan will give you the right design, the right mindset and the right strategies to achieve flow, and build your natural business. Once you’ve got those, the rest will be easy.
In the next 90 minutes, you will learn…
– The 10 questions to help you find your flow
– The Rapid Transformation Formula
– The Wealth Dynamics System
… and how to apply all of those things to yourself.
No matter what it is you should be doing, one of the best ways of delivering it is via the medium of seminars, conferences and workshops. If you like the idea of hosting your own (but don’t know where to start!) our free course may well be exactly what you need. Click here to get Seminar Success Secrets for just the price of the P&P, or click the banner below.
Want to read along? No problem. Click the link below to read the transcript!
MK: Matthew Kimberley
OS: Osmaan Sharif
MK: To thinking like an entrepreneur. Please, please give a very warm welcome to my friend, Osmaan Sharif:
OS: Perfect, now you can hear me. Thank you for that lovely introduction. As Matthew said, I’m Osmaan and I’m from Rapid Transformation. It’s a real pleasure to be here and sharing the next 90 minutes with you. I am absolutely passionate about helping individuals like me and like you to basically grow a business in the way that feels very natural to you so that you can actually be that entrepreneur that a lot of you has started in that journey to actually go and make happen. Let me start by giving you a bit of summary of who I am. I left the corporate world eight years ago because I thought, “This isn’t for me,” but before that, I would never call myself an entrepreneur. I never, ever thought that I would have my own business. Even to the point that when I was in school, it was one of these things when I was growing up I thought you go to school. Premier school, you go to high school. You go to university, you get a job. Anybody else think the same as well when you were younger?
Yeah, so I was very much conditioned in that way. There’s no real bad thing about that for some people, but I actually went and got what I thought was my absolute ideal job. I was always focused around individuals and people, so I went and joined Marks & Spencer on their graduate program to be an HR manager. I thought, “Tick, it’s all about people and I really like helping and working with individuals.” Have you ever had that moment where you’re doing what you thought you wanted to do and then you start questioning yourself going, “Is this is?” I actually remember really clearly on the first day of my job, I was actually at the central London Hilton Hotel and they laid everything out for us. They had the Chief Executive of Marks & Spencer, all the bigwigs that came to welcome us new graduates to the program. I remember sitting there really fresh and looking a lot younger and thinking, “Right, yup. This is it. This is me starting my career.” The Chief Executive at that point asked us all to close our eyes and think about, “Where would you like to end up in five years’ time?”
There I was fresh-faced sitting there thinking, “I would like to be the HR manager of a big, large Marks & Spencer store up in Scotland.” Very excited, obviously, at that point. Then went away, started my training. It was one of those ones where you were thrown into the deep end and long story short, there was a restructure, one of many and my old boss, what the head of HR basically said was, “You could apply for whatever job you want. Everybody’s out of jobs and you apply for whatever job, whatever level that you want.” I looked through the list and I thought, “I’m going to apply for the HR manager of one of the largest stores in Scotland.” Five years, well, no. Let’s just see if I can do it in a year. Then, to my surprise, I went and I got my little meeting with Jenny and she’s like, “Good news. You’re not being made redundant.” I was like, “Great.” She goes, “Even better news, we’re going to give you the Braehead store for 400 employees.” I was just going, “Seriously?” I went and I did it and I’m so glad I did it because, honestly, after two weeks in a job that I thought that I really wanted and I thought, “Is this it?”
I tell you that story because that also happens a lot with individuals, entrepreneurs and small business owners. We often have that dream that we go after and then we start making it happen and then we start going, “This isn’t what I thought it would be. Seriously?” Quite often, it’s not because of what you’re doing. It’s actually what you’re not doing that’s making a difference. That’s why absolutely I’m really passionate about helping my coaching clients to really make sure that you understand who you are and understand where your talents really fit so that you can do something that you truly love, what Matthew was saying as well. Cut a long story short, I remember clearly my head HR at that point mentioned, “Do you know the letters called NLP (neuro-linguistic programming)?” Anybody heard of that? I went to then work at Lloyd’s bank, so I moved to London and I thought change the sector. I went to be an HR manager and training manager over there.
I went on an NLP course and I kid you not, it really did change my life in lots of ways because, finally for me, I thought I used to have knocks on my office door saying, “Help me with this. I’m not feeling comfortable with this review,” or “This is happening.” I spent a lot of time talking to try and solve challenges of my team, but there’s this toolkit I came across that I thought, “It’s given me a shortcut. It’s given me a rapid transformation to help people, my team, to get different results,” but it’s not the actual NLP that was a big change for me. It was the thought that I planted in my head that, “I would rather coach using all these tools and techniques during the day, like 9-5 compared to actually doing my job.” When you’re in a job where you’re spending more time doing not your job, but the parts that you really like, that should make you stop and think.
Long story short, I got offered a promotion again there to a job that I thought was ideal. I remember flying back to Glasgow, telling mom and dad, “Yes, I’m being offered to a leadership development manager for IT and operations,” and they were like, “Good boy. Well done.” I then went on another training course and two days later I’m sitting around the dinner table with my mom and dad saying, “Yeah, I’m not taking that job,” and they’re like, “Okay, why?” I’m like, “Because actually I’ve just quit my job.” Can you imagine what my mom and dad said to me? They’re like, “What are you going to do?” I was like, “Well, I’m going to go and I’m going to start a training and a coaching business focusing on NLP.” That was eight years ago that I started to do that. The reason I share that as well is because the eight years hasn’t been a big acceleration. There’s been lots of ups and downs and especially for the first two to three years, I was running my business, but really I was still running it like an employee. I didn’t even think of myself as an entrepreneur, I wasn’t really acting like an entrepreneur.
Actually, that was what the real difference was when I actually had that shift around. I can make the decisions and I want to make sure that I do things that are in flow for me as well. I spent many years loving NLP training courses up and down. I went to work with one-to-one coaching clients, but what I then realized was I was trying to be too generic, trying to be everything to everybody, but the people that I loved working with were those people like me that were in a corporate or traditional job that wanted more and I thought, “That was it for me.” I love coaching individuals and training and doing workshops to help people embrace that entrepreneur mindset and to actually make that difference as well. That’s what I focus around now and I do workshops, I do training courses and I use a lot of different coaching tools to help get that result, including NLP One, but what I want to particularly share with you today is another system called Wealth Dynamics that some of you may have heard. When I realized that profiling system, that’s when the penny really dropped. I thought, “Ah, there’s more ways to actually run a business compared to just one way.”
You’re going to have a fantastic weekend with lots of different speakers and I guarantee you that you’ll have many speakers that will say different things to each other. Even I was sitting at the back and Matthew was saying one thing and I thought, “Yeah, Matthew, you would say that based upon your Wealth Dynamics profile,” and that’s why I want to really encourage you to think about when you’re listening to advice, when you’re reading advice, when you’re learning that you’re actually really then thinking, “What does this mean to me,” so that you can actually take those steps and personalize it in a way that will actually get you and your business into flow as well. Does that sound right? Perfect, so I keep things really, really simple and I use this for all my coaching clients. It’s what I call the Rapid Transformation Formula. It’s having three things really clear makes a massive difference.
The first one is having a design that’s right for you and that is way more than actually having goals, but actually goals are important and it’s quite scary the amount of business owners that I work with that when you ask them, “What is it you want to achieve in the next six months, twelve months,” that they, “I want to grow my business,” they’re not really focused, they’re not really clear on what that means, but would you ever go and build a house without having an architect, without having a drawing? You would just go, “Yeah, it’s going to be two bedrooms or maybe three. Maybe that room will be that.” You would never dream of doing that, but so many people do that when it comes to their own business.
They don’t have a design really clear in their mind, but also the design that they have may not fit what’s actually important to them. Also, the bigger thing that I see making life harder for my clients and other business owners is their design is based upon a different wealth dynamics profile. That was the same for me when I first started to actually grow my business, start my business, I kept thinking, “It has to be this way, it has to be this way,” but I always felt like I was squeezing my feet into the wrong pair of shoes. That’s where you really need to understand how does your design fit with your values, how does it fit with your personality, how does it fit with actually what you want and be really, really crystal clear with that. That’s the first part.
The second part is mindset. As Matthew said as well, business is a lot about what actually happens in here. A lot of time I’m spending working with my clients, it’s about helping them embrace that mindset of thinking like an entrepreneur and giving yourself permission to actually make those decisions and actually think about what is right for you as well. Having that level of confidence, having that level of self-belief makes a massive difference because if you don’t have that self-belief, your potential clients or customers will be able to smell that off you. Does that make sense? Have you ever known anybody that they’re so motivated, they’re so confident? You say, “How’s things?” “Fantastic.” “Oh great, how’s business?” “Amazing. I’m so confident. There’s nothing that stops me in any kind of way,” but they’re so confident. They’re taking action, but they still don’t know where they’re going because they’re not clear on their design. That’s just being delusional. Does that make sense? I don’t care how confident my clients or you are. If you don’t have that real design, then it’s actually a lot of times wasted energy and wasted focus as well.
You can have the right design, you can have the right mindset, but the last component is absolutely vital and the key thing is when you have the right design and when you have the right mindset, this part becomes so much easier. This is actually looking at what is the action you’re taking and what results you’re getting. If it’s not getting you the results that you wanted or expected, it’s actually stopping and going, “Okay, what changes will I make? How do I tweak that?” That’s why my business is called Rapid Transformation. It sounds quite big, but the thing is, a lot of times for myself and those I work with, it’s only small changes that you make that can have a knock on affect that can cause a rapid transformation in your business as well. Strategies are so important and that’s why also when you understand what wealth dynamics profile you are, how your personality, how your talents actually can come out there, that’s when you can then decide, “That’s strategy is absolutely perfect for me. I’m going to use that.”
You might hear somebody that’s in a similar business that you have or that you’re hoping to have and they’re doing something different. That’s okay because there’s so many different ways to get to the results and if you focus on the strategies that work for you, that really can be a game-changer and was a game-changer for me. One of my mentors and creators of the Wealth Dynamic system, which I’ll be talking about, Roger Hamilton, he describes it really clear and really simply. It doesn’t matter how much information we have in the world. Information is actually not really that important, it doesn’t really get us anywhere. Imagine if you, for example, landed into London for the first time and you’re busy looking at that chug map and you’re thinking, “I’m so completely lost. There’s all these different routes to take,” and you stop somebody and say, “Can you help me? I’m lost.” What would they ask you? Where do you want to go, right?
Absolutely, so where do you want to go is really clear, but also even if you don’t ask someone, if you’ve got that chug map or if you’ve got a map out, you go, “I want to go there,” and if you don’t know where you are right now, it’s going to make it harder as well, isn’t it? You’ll go, “Yeah, I want to go to [inaudible 0:14:17], but actually I have no idea where I really am,” and that’s why your strategies are absolutely key. It’s about having that plan of action, it’s about really taking action to make a difference as well. When you focus on those, that’s where real results can happen and real transformations can happen as well. I’d encourage you to think about as you go through this whole weekend, how clear are you with your design? How clear are you with your mindset and how clear are you with the strategies that are working for you? It might be that you have one, two or three of those areas that actually need some TLC, either an overhaul or just some fine-tuning. How does that sound so far? Simple? Yeah, I like to keep things simple so that you can actually apply it.
The next part I want to share with you is invite you to draw on a piece of paper a potato, please. It’ll make sense. That’s a potato. I want you to share it with your partner, just show someone and go, “Here’s my potato.” Turn around, show your lovely drawings. I lied to you. That’s not a potato, that’s actually your brain. Now show your person going, “Here’s my brain.” What I’d like to do is I’d like you to give your brain some legs. Here’s one I prepared earlier, so some legs. Put a dial in the middle of it and some antennas coming out, you can call it Spudnik because every single one of us go through life with a high-powered frequency like a radio receiver that we carry around, a sophisticated computer system or a receiver, but let me ask you. Have you ever had it where there’s a particular type of music where as soon as somebody puts that on or you hear that music, you can’t help but start dancing or tapping your feet. What would it be for you, so share some examples? Coldplay. Coldplay for you, it actually would get you to go, you can’t stay still.
Imagine you go into a higher car. You put the radio on and it’s classic FM. No offense to anybody that loves classic FM. You go into the office or work and you just don’t feel that right. Your friend says, “What’s up with you today?” You go, “I just don’t feel like kind of joyful. Must be because I was listening to classic FM,” and they say, “That’s because you don’t know how to find the beats in classical music. I’ll tell you what, during your lunch break, go to Waterstones or jump onto Amazon and buy the dummies guide to finding the beats in classic FM.” You being the person who loves learning, goes and buys that book. You then read the book, you have more information. You have a greater understanding. You then get back in the car the next time and classical FM’s on and you’re hearing it slightly different. You’re going. “Oh yeah, didn’t notice that beat before,” but are you dancing yet?
No, so you go back in and you tell your friend, “That didn’t work for me.” They go, “You’re probably the type of person that needs an experience. I’ll tell you what, get yourself to a hotel near Heathrow airport for a few days and go to a workshop of like find the beats in classical FM. You go, you learn. You protest a bit, you get more information. You do start dancing a bit more. Still, it’s just not really floating your boat. Have you ever had what I would call a paradigm shift, a light bulb moment? Instead of you focusing and forcing yourself to love classical FM, what could you have done in the car? Change the channel. So simple, but how many people in this room are listening or are tuned in to something that’s not in flow for you and you’re really doing all your work, you’re really focusing all your energy to get that result, but instead simply it could be to change that channel. We’re not typically raised even in this skill.
I remember when I was a young boy, very conscientious and my mom and dad would go to parent’s night and they would come back going, “Yes, you know what? Your teacher said you were doing well. You’re very good at computing and this and that, but Osmaan, your math sucks.” Mom and Dad would then say, “We’d like to help you with your math,” and get me a math tutor on a Saturday morning and I’d learned to be better at math. Do you think I liked math? No, but they never said, they never turned around once and said, “You know something? Your computing teacher said that you’ve got a gift at that. Let’s get you more tuition to take it from just good to being excellent at that.” Again, being an HR manager, now when I look back, it frustrated me because a lot of times we look at my staff and the store and go, “Right, they’re not good at that. What do we need to do to get them good at what they’re not good at,” rather than actually having a different approach going, “What are they really good at and how do we play to that a lot more as well?” The same applies in business as well. It’s all about experiencing what we call flow. Have you ever experienced or felt like you’re in flow? Typically, examples of when you’re in flow is either time just stands still or you’re doing something and you say to someone, “I’ll be an hour,” and you’re just so in flow that a whole evening, even if it’s like three o’clock in the morning and you’re just going, “Wow, this is amazing.”
Even for me, it sounds a bit cliché, but a lot of people go, “Your work must be amazing.” I go, “Well, that’s because I don’t call it work, I don’t feel like its work.” There are parts of it that do feel like work and I’ll talk about that in a moment, but when you’re doing something that you love and you’re playing to your talents, things flow, but even when things are challenging, when you’re learning something new. Imagine you’ve got a log and a river’s a great example of flow because when it’s going downstream, when it’s all going together in one direction, when you’re in flow, if you’ve got that twig or that log, even when it gets to rocks, what happens when you’re in flow? You find a way. You either go up it, around it, down. It doesn’t block you. You’ve got that momentum, you’ve got that energy. That really makes a difference as well, but the flipside is most of us or a lot of people often in their business spend time being that log or that twig and they’re trying to go upstream. You can do it consciously, but when you then stop focusing on it, what happens? You then drift back because you’re not in that natural flow state. It’s really key and even [PH 0:22:07] Looker’s Aid, there’s a really recent issue, a Looker’s Aid ad. Some of you might have seen it and it sums up for me what flow is all about.
“Flow, the unmistakable feeling of unstoppable, of no problem that can’t be solved, of no one else can do it better, that whatever the day throws at you, you simply take it in your stride because you’ve found your rhythm. You’re on top form. Nice.”
I love that ad, it just sums it up really. Obviously, there are other drinks out there available as well, but what it shows hopefully is that when you are in flow, things just happen. It can feel like magic happens, even to the point where you go, “This is relatively easy.” That why I love every single person in this room to have that experience, to think about how do you grow your business so that you’re consciously getting yourself in flow, but also getting your business in flow, too. We’re going to start by actually looking at how in flow or out of flow are you currently. This is just for you to have a bit of reflection time. I’m going to share ten quick-fire questions for you. Some of them might be not relevant based upon where you are. It doesn’t matter what stage you are in your business, but I want you to write down numbers so you can add them up. It’s going to be an easy score out of ten and go with your gut with this.
I have clarity on what activities get me in flow and out of flow. If you completely know, “Yup, I have 100% clarity,” score yourself a ten or zero. That’s the scale that we’re working on, just whatever is for you. I focus all my time on activities that are in my flow and delegate the rest. Every day I love my ideal day and every week I love my ideal week. Out of ten, what would you score yourself? I’m excited about the coming year, what I will achieve and experience. Out of ten. I have a team I work with who have strengths where I have weaknesses. I have regular review meetings with my team that keeps us all in flow. We have aligned our roles with our strengths and hire into our weaknesses. I am in a company and industry that allows me to profit from my talents. I have aligned my strengths with my passions and my purpose in life and I easily take unexpected opportunities and challenges in my stride. Okay, so it’s just for you. Right now, there’s no right or wrong and I just want you to have a quick add that up. Get your calculator if you need, but just see where you are out of 100 just now.
Okay, so I’ll keep it very generic. Does anybody in the room overall got a score of zero to 50 roughly, by a show of hands? Okay, how about 50 to 100? Cool, perfect. Has anybody got 100? I’m sure we all have some way and some of the questions might have sparked you to go, “Hm, okay, that particular is a bit lower, so you can then take action around that as well, but how’s about helping you think about how can you get into flow and experience flow so much more because that’s where business can actually grow a lot more easier as well. That’s why I want to share with you the Wealth Dynamics profile system. Has anybody heard of wealth dynamics before, again by show of hands? Perfect, so a few people in the room. Some people may have heard it called Talent Dynamics as well. It’s effectively the same system. Talent Dynamics is a sister profile, which is aimed a little bit more at the corporate world and teams as well.
I absolutely love this system and in saying so, being an HR manager and in L&D for many years, I’ve came across many systems before. Myers-Briggs, [PH 0:27:27] Desks, you name it and they all gave me some insight. It was like, “Yeah, that’s cool.” What one of my friends actually about six years ago now said was, “I think you should do your Wealth Dynamics profile,” and I thought, “Profiles, they just put you in a box.” I did it and I read the profile and I went, “Sigh,” because what it was suggesting is that I would do things that were really the complete opposite of what I was doing for the first two years of my business. When I was really honest with myself, I thought, “That all sounds so much easier,” whereas I’m trying to do that which always feels hard, always feels like I’m not living my true self or it just doesn’t feel as easy. Other people were doing it effortlessly, but for me it feels like I have to have a lot more energy. I started to really get into Wealth Dynamics, understand it more and all my coaching clients, I would then say to them, “You should do that, you should do that. You should do that.” Then over five years ago, I went and I trained to really understand the system and I use it with every single one of my coaching clients now and it massively shapes how we then focus and grow their business.
It’s created by Roger Hamilton, amazing guy. Very, very creative and a visionary. He also created, as I say, the Talent Dynamic system as well. I like to sum up Wealth Dynamics around this quote, “Everyone is a genius. If you judge a fish by its ability to climb a tree, it would live its whole life believing that it’s stupid,” and that’s the same with business. There are so many different ways to actually have a business and to be an entrepreneur. Actually, with the Wealth Dynamic system, it shows eight different paths. It’s not about putting you in a box, it’s about paths to think about what path could actually be the easiest for you to get you into flow as well. At a high level, like we talked about, it’s about getting you into flow, but also if you’re working with other people or when you start to work with other people whether that’s on a contract basis, whether that’s actual employees, it’s about how do you get into flow and how do you let other people get into flow because that makes a massive difference. It’s based upon personality strengths. How do you become so much more productive and how do you focus on the behaviors and the activities that would make a massive difference as well?
It also gives you a real insight into how you communicate and how you interact with others. Does anybody here in the room sometimes feel like it’s hard work when you’re speaking to certain people and you’re going while I’m pulling my hair out, “Why do you not get this?” Sometimes you maybe listen to them and going, “Seriously? I don’t understand what you’re saying. It’s like you’re talking a completely different language.” Well, quite often, that’s based upon our profile and also where our talents and our personalities sit. It’s allowing you to play to your natural strengths and your natural abilities. That is a key. It’s about you playing the rules and the game that absolutely will make a difference to you and shape your business accordingly. You could be thinking of this as like sports. There’s eight different paths, there’s eight different profiles and each of them have got a different game.
Think about how many different kind of games involve balls. Lots, you’ve got football, you’ve got rugby. You’ve got tennis, you’ve got basketball. You’ve got golf. They all have different rules in terms of what kind of ball it is, they all have different rules around what you’re allowed to do. Sometimes you’re allowed to touch the ball, sometimes you’re not. Sometimes there’s different equipment that you use. Therefore, can you see why the big sport stars that we know that are household names, do they dabble? Do they go, “I’m going to be a footballer on Monday to Tuesday and Wednesday, I’m going to be a rugby player and then Friday, I’m going to do something completely different?” No. they’re so focused. They’ve chosen a name, they’ve chosen a path to go, “Right, how do I become the best that I possibly can be here?” This is why when we look at the profile and we look at different people, you will see that there are so many different ways to actually grow a business.
If you had a panel of people here that were all different profiles and you asked them for advice about business, what would they say? Completely the opposite things often. Does that mean that one of them is right, one of them is wrong? No, it’s just because if you play your natural strengths, then it goes that success will look like that for you. I’ll bring it to life with examples, but could you imagine Oprah? We all probably know who Oprah is. Do you think we would know Oprah if she had her success and her wealth, if she decided to just focus on the stock market and just be a trader? No, so she is successful, there are successful people that are traders. Well, who’s right and who’s wrong? It’s just different games that they’re playing that actually play to their strengths. This is absolutely key, it’s about who to role model. What you’ll notice is, what I’d really encourage you to do is really start thinking about when you’re hearing anything that speakers are sharing with you this weekend, any book that you read, any blogs that you’re part of or you read as well, all just ask yourself that next question, “Okay, that’s great. How would that apply for me?” Before, I used to read Richard Branson’s autobiography thinking, “It’s all about a creator, it’s all about being that success,” and that’s the complete opposite profile for me. Could you imagine then I start to go, “I’m never going to be an entrepreneur if I can’t have that spark that Richard Branson has.” Well, that’s because I’ve been asking and focusing on the wrong questions in that way.
Let me give you a bigger picture. We obviously have limited time today, so I’m just going to share with you as much as I can of the system. What you’ll find is there’s eight different profiles. They then base upon our personality in lots of different ways. The profiles at the top, those that gravitate towards one of the profiles at the top are typically those people that are very much like innovation, big picture thinkers, often described as their heads in the clouds. They’re very, very much around seeing the bigger picture and they are profiled as creators, stars and mechanics. Now I’ll go through each of these in a moment. Their value that they have is very much innovation. They’re all about creating innovation, ideas in that sense. You then go and those are the complete opposite profile. They’re grounded, their ear’s more to the ground. They’re what you call a completely different energy. They’re really good at timing and they’re amazing typically at giving great service. You’ve got accumulators, traders and dealmakers there as well. They’re very, very different so far from the top to the bottom.
Then you move onto the right-hand side of the square and these are individuals that typically thrive around people, typically extroverts. Here you’ve got people that are star profiles, supporters and dealmakers again that gravitate towards that side of the square and then on the left-hand side, you’ve got those that are typically more introvert and here they love data, they love systems and those are mechanic, lords and accumulator profiles as well. This is what I mean, if you had individuals, if you asked them, “Okay, what’s the best way to grow a business,” a lord will give you a completely different answer compared to a supporter. A star would have a completely different strategy compared to a trader. If you’re listening to people or you’re reading things and you’re just being too generic, you don’t know where your personality is, then you might be following a path that actually isn’t the best path for you. Does that make sense?
I thought it would be wise to ask some of the speakers for this weekend what their profiles were and invite them to do some of the systems. Some of them had already done it and as soon as I started getting responses, I thought, “I could have guessed,” because typically if you had someone that typically comes on a stage and it’s not totally exclusive, but technically those that like to be in the spotlight a bit more, look at the profiles that came back so far. We’ve got a lot of speakers that you’re going to have today and tomorrow and the next day that are more star profiles, which makes sense because of what kind of event this is. We’ve got a couple that are creator profiles as well and then you’ve got me who is a creator profile. That’s what I want to share with you in terms of why that makes a difference for you because, absolutely, I’m sure that there’s many stars in this room as well, there’s many creators, but I also know that there’ll be many other people in this room that will be one of the other eight profiles. I really just want to encourage you not to be sitting here the way that I used to sit at conferences like this back seven, eight years ago thinking, “Okay, I’m never going to be able to do that. I need to do that. That’s the only way to have a business. I need to do that,” because really that’s not the only way. Does that make sense?
As you go through and listen to those that you hear me talk about the profiles and listen to some of the tips as well that the different speakers are going to share with you as well because they all play a part at different kind of stages. There is a way to find out what your profile is and I’ll share an opportunity with you near the end, but it’s about playing to your strength and it’s not about putting you in a box because what you’ll find is when you do an online profile test, you’ll find where your dominant energy comes in terms of dynamo energy, for example, if you’re at the top. Blaze energy if you’re very much more people, tempo energy if you’re very much more grounded or steel energy if you’re very much more systems and data-focused as well. Technically, you’ll have a bit of energy and the different parts of the square as well, but the key is it’s about how do you spend most of your time in what we call your primary profile.
Imagine if you were standing like this. If I was standing like for a while, I feel quite comfortable. Let’s use a star as an example. A star, if they’re standing like this and they’re following their primary profile, it’ll feel quite natural. Every person would have a secondary profile. Think of them as your wing, so stars, their secondary profile would be creators or supporters. Again, they might bounce slightly different depending on individuals. If they happen to step in to do something more in the supporter activities or a creator profile, it typically wouldn’t feel completely alien to them, but if they spend even too much of their time and energy in their secondary profile, what can happen is they’ll be standing like this. What would happen after a day, a week like that? You’d start to feel like the energy’s not there, so you can’t do it. That’s why a lot of people go, “Yeah, I would guess myself being a creator,” or “I guess I’m a star,” or “I’m one of three,” well, actually, by you focusing and knowing which one you resonate more closely with, it then allows you to go, “How do I spend my time doing that?” That gives you an idea of the primary profiles and the secondary profiles, but I think it’s about time I share some of the insights into each of the profiles.
I’m going to do this in a number of ways. I’m not going to go into detail with all eight just in terms of timing-wise. I’ll share some real life famous examples that some people may know of and then I want to share some examples of people that I know, that I’ve worked with, that actually demonstrate this as well. The first one is the creator profile. Creator profile individuals, they absolutely have a massive amount of energy. They’re always like, “I’m going to do this. I’m going to do this.” They’ve got so much dynamo energy in terms of they never run out of ideas. Does anybody think they know anybody like that? They might one day wake up and go, “My business is going to be like this,” and then two days later, “No, my business is going to be like this. No, I’m going to do this.” Have you ever worked with a creator as a manager or a business partner? It can be draining, especially they go away to a conference or they have some time. They’ll come back with, “This is what we’re doing,” and you’re like, “Seriously?” They’re very, very big picture.
You can imagine creators as being right at the top of the square. They are individuals that are very visionary. They see things that other people typically don’t see. Imagine the top of a big skyscraper and they can see the whole landscape and they go, “This is what we can do.” They don’t typically then focus on the ‘how are we going to do it’ or what’s happening on the ground level. They’re so very big picture typically, they’re very overoptimistic. They don’t necessarily have the best kind of use of timing. They might have the best idea and they get so excited that they want to implement it straightaway. They don’t really think about how does this apply in terms of the business, the time of year? I can see a lot of smiles here. Then the thing with creators are they get bored so easily. Then they go, “Oh, this isn’t working. It must be the idea. Don’t worry, there’s plenty of ideas in here.” Then they go on and they plant a seed here. They water it for maybe a while and then they go, “It’s not working,” and then here. They jump around so much because they’ve got so much creative energy, but they’re just not necessarily harnessing it in the best possible way. Does that make sense?
They can be very challenging to work with. If you don’t balance that right in terms of getting the result and taking action around it as well, but we’ve got lots of famous examples here. You’ve got Richard Branson. He’s got many, many businesses, but he doesn’t actually run a lot of his businesses. He has managers and people that come in to run his business because he knows as soon as he takes himself out of being in that creative flow, then it actually doesn’t work in the best way. You’ve got other people as well like [PH 0:42:15] Jackie Rowan. You can see as a creator, you can have different types of businesses. Richard Branson’s got – what – 1,500 odd businesses? Jackie Rowan, she’s now focused very much around being an author. Obviously, she’s leveraged it well. She’s got seven, eight books in that sense. You’ve got people like Steve Jobs and you had people like Bill Gates. They can be very different here. Some creators, their secondary profile could be more on the star side, so we know their names a lot more. Other creators, typically they don’t necessarily want or need the spotlight. They can be more like investors. Can you see the difference?
Even like James Dyson, for example, the creator profile. Obviously, we know of Dyson, but he’s got a very different type of energy around him compared to some of the other entrepreneurs as well. You’ve got creators, they will have lots of ways to actually start or can have loads of ideas about how they can grow their business and their services. I want to share an example of one of my good friends and who was one of my NLP students many years ago and I’ve coached her as well. Sam left the finance world as well and she wanted to become a coach. I still remember the day where I got the whole class to do the Dynamic Wealth profiles and she got her report. She was sitting in a hotel where the training was happening on a sofa and it was just like her world had just went, “Sigh.” I went up to her and went, “Are you alright, Sam?” She’s like, “I now know why I’m really not enjoying what I’m doing.” Sam wanted to become a coach, she loves helping people and she kind of only started. She was making traction. She was getting people and she was working with them, but after the first or second coaching session, she’d start to get bored. She was going, “I don’t know if I want to do this all the time.” As a creator, creators like variety, they like new things and at that point, she made a big decision to go, “Actually, I need to really look at the design of my business.”
Her design was very much not going to support at that stage being a creator profile in the way that she wanted to, but the biggest insight she had for her was she would never had called herself a creator profile. If I was to even ask her before, “What profiles would you connect with,” she said herself she wouldn’t have chosen a creator profile because for a big chunk of her corporate world, she was not playing her profile. She was not being creative. She used to be really creative when she was younger, but that kind of got beaten out of her. Actually, a lot of what she was doing, she looked back at her career and she’s like, “No wonder I didn’t like that. No wonder that didn’t feel like a flow.” What she was effectively doing was starting a business that she thought she wanted to do to give herself freedom, to giver herself a choice, but she was doing it in a way that was actually completely off profile.
It’s been an amazing journey for Sam and Sam since then can really embrace her creative profile. She’s now got a business, she’s got two businesses. One is called The Write Angle. She does a lot of copywriting, she loves blogging, she loves creating and what she’s actually now just recently launched is At The Blog Club. She can still effectively coach and help people in a group setting, but also in a way that means that every single week and every single month she’s getting to become creative to go, “What’s our mesh and what are we actually going to do here as well?” She’s channeling that into creating product. She’s creating experiences in that sense in a way that she wouldn’t necessarily have got to do in the way that she was going to work before. Does that make sense? Just one example there in terms of it can really make a difference in terms of knowing what profile you’re are.
Then we’ve got the star profiles and typically you’ll know practically everybody, I’m sure, here and stars are very, very good in the spotlight, but the difference with a star is they don’t necessarily have to create the system, they don’t necessarily have to create the idea initially. Creators love a bunch of paper, stars not so much, but what they’re really good at doing is being able to go and understand this, “I can add my value, I can add my spin on this,” and they’re the best at communicating that message to an audience whether they’re writing, on a stage, to have value wherever that might be and that’s where they really, really shine as well. They typically work really well with creators who have got the whole vision, but they can’t translate that vision in that way. There’s countless, countless examples as you saw even from the speakers in this room that are very star-like profiles. They like variety. Again, star profiles, they typically like people because they’re on the people side of the square, but they get their energy from groups of people or larger groups of people and variety.
Have you ever known someone that you’ve, again, signed up for a workshop or something? You’ve seen a star and you go, “I love what they’re saying onstage,” and then you go, “I’m going to actually work with them on a one-to-one on a program.” Now I’m generalizing here, but after working with a star for a good while, sometimes it could be like the shine comes off slightly because actually they typically get quite bored as well with going, “Aw, I’m working with that person again.” Give them a stage, give them a fresh audience or an experience that they can channel their energy in can make a big difference and I loved it because obviously Matthew is a star profile and he said that in his path if he was starting again, he wouldn’t ever do one-to-one coaching. Typically, that’s a good response for a star, but me being an opposite profile, I was sitting there thinking, “That works for some people and stars typically, but for others that might not be the right strategy.” That’s why you need to think about what is your profile and how that works for you. We’ll share an example. I’ve got countless examples here.
A good friend of both myself and Matthew is Natalie Sisson, who is an entrepreneur, who is a star profile and she really plays to her strengths of being a star. Yes, she has created things. She’s created a book. She creates a podcast, but can you see the difference between a creators? Creators typically have a blank canvas and they love creating a new system, a new product or a new thing. Stars are very good at going, “Okay, what do my audiences want?” How do I shine a light on that by getting the best out of people around them on podcast interviews or taking their learning and then translating that in a way that they communicate that in a way that will be really easily digestible to their audience as well? They’re not completely creating something that’s brand new. A star creates it, but they put their own twist on it and that’s what gives them the star quality as well. That’s us all in lovely Lisbon. We were all at the mastermind. I know there’s a couple of those that were here at the back as well with us. Stars are great in terms of they get a lot of brand attraction. Creators and stars typically get things happening quite quick in a business, so they’re really, really quick at actually taking action typically. They don’t spend a lot of time planning, but actually that can sometimes be a challenge in terms of when it comes to then growing a business sustainably as well.
We then have a supporter profile. Supporters are not big picture and they’re not detailed, they’re kind of halfway. They’re on the people side, so they thrive around being with people. They get the best out of people. They’re very, very much around supporting. They get a lot of loyalty as well. Coaches can be any of eight profiles, but typically you then get a lot of coaches that gravitate toward the supporter profile and they really enjoy watching and nurturing their clients and really getting the best out of them as well. They don’t necessarily need to be in the spotlight. Even giving a supporter a blank sheet of paper isn’t the best strategy, but they’re really good at going, “How do I work with you to make it happen as well?” Again, lots of examples here in terms of typical supporter profiles as well. The key thing to think about is no matter where you are in your business, as you’re looking to grow it’s about how do you get the right people to actually grow your business in the same way as well? Typically, creators and stars don’t make the best bosses, so if you’re then looking at managing a team or working and nurturing a team, that’s where supporters really do come into their own as well.
We then move down to the bit more grounded, we’re still on the people’s side. We then have the dealmaker profiler. Dealmakers are very, very ears to the ground. They’re very good with timing. Dealmakers typically have less transactions that happen, but they have bigger transactions. They’re very good at things like joint ventures, they’re very good at partnerships. They’re very, very good at actually being successful. Stars, sometimes if you’re too accessible, you lose the star quality, you lose that shine whereas a dealmaker will typically always be on the phone, talking to people, keeping in touch with people as well, but what they won’t do is they won’t rush something. If you ever try and press a dealmaker to go, I’ll tell you what, even knowing my coaching clients, I’ve got some dealmakers that they’re going, “I know that this person I’m working on and I’m having conversations with, this is going to lead to something really, really big,” and they’re nurturing those relationships. If they’ve got another opportunity that comes in and they think they might be interested in that, but if it severs their relationships or just affects changes or dynamics in a relationship, they’ll go, “No, I’m not even going to mention that to them because it’s not the right time.”
I remember working with a small team and one was a creator and one was a dealmaker. They were at loggerheads a lot because the creator was like, “Just go there and tell them this is what we can do.” The creator would go and they would basically talk about the Rolls-Royce version of what they could do for the companies that they work with and her business partner, the dealmaker was going, “Please shut up. Please just be quiet,” because they knew that actually for them to get to do the Rolls-Royce version, it might mean that they have to do a few smaller interactions, build that relationship, first of all, before going straight there whereas the creator was like, “Let’s just get in there. Let’s makes it happen,” but typically even if they said no because they burn a lot of relationships, creators, they would go, “It’s okay. There’s plenty more people,” but whereas dealmakers really, really value their relationships. The challenge with dealmakers are if they’re in a new industry, if they don’t have a lot of contacts initially, that’s where they need to spend a little more time leveraging contacts, getting to know people as well and they can often feel slightly out of the loop.
Think of it like an estate agent. They get the buyers, they get the sellers and they bring them together and they’ll actually make that deal happen. Without them, that deal is very likely not to have happened, but what can happen quite quickly is they can then feel like, “I’m not really needed here,” so their value sometimes could be a little bit like, “What do I bring to the table,” if they don’t really know where their value is. Does that make sense? I’ve got lots of examples here in terms of famous people like Simon Cowell and even Donald Trump, for example. He’s going through an interesting time at the moment, but the interesting thing with Donald Trump is, yes, he did. When he was going The Apprentice, what that was doing was that was actually him stepping out to do like a star profile role. There’s reasons why they did it. They did it for branding, but actually in terms of a monetary point of view, every time that he was spending his time doing Apprentice type of roles, activities compared to what he actually does in terms of his real estate business, he was making significantly less money on that compared to if he was focusing on what he was doing, so you’ve got dealmakers there.
I’ll share one example as a coach. Again, another one of my coaching clients, Susan. She’s a dealmaker profile and we’ve had conversation in the past. She’s like, “I just don’t really feel like doing value blogs and all that kind of stuff.” Actually looking back at her career and her business, she gets the best gigs in terms of coaching clients. She works with a lot of businesses as well and it all comes from the relationships that she worked with. One of the biggest things she does up in Glasgow is she’s part of a small group, it’s like a small network and they do events. They have different people, so she is kind of the business coach and the speaker and they’ve got others that are like the finance person. They’ve got others like the legal person, so they’re all complimentary. They put on events and that’s where she gets a lot of her business because she’s collaborating with other people, she’s building a really strong network. It doesn’t actually matter then she’d not created any new products. She’s not created anything new, she doesn’t do a massive amount in terms of star profile social media kind of stuff, but she gets her business by playing to her profile.
You then have traders. Okay, I’ll be honest with you. When I got my profile and it said I was a trader, I thought, “Seriously? It sounds a bit boring,” because traders, it’s not just all about stocks and shares, etc. There’s a lot more to it. They’re very, very good at service. They’re very, very good at being grounded. That’s why typically a lot of my coaching clients, I work with a lot of coaches and service-based businesses and most of my coaching clients are like creator, star, supporters who are quite big picture and I’m the person that comes and grounds them and go, “Okay, so what are you going to do? How do we make that happen in that sense as well?” They are good, obviously, with numbers. They’ve got their ears to the ground, so they know what’s happening in the marketplace, they know when it’s the right time to launch something. They take their time. They get most of their business through loyalty, so most of my business comes from word of mouth, it comes from referrals in that sense as well and I absolutely love just keeping in touch with a lot of my clients. It’s so easy, it’s effortless in that sense.
I’ve had clients that have worked with me on and off for many years because of just being a natural way of connecting with them as well. This is a big thing that makes a difference. I being a trader profile, I don’t create a lot of things myself and I don’t care. When I left the corporate world, if I wanted to start a training or a coaching business with a blank sheet of paper, that would have been like a nightmare for me. Instead, when I track it back, I thought, “What made me have the confidence to go out there?” It was that I loved NLP. It was a system, it was a package. I can go and train that. I then had something that I was an expert at in my field that I was able to then go and trade effectively. The same way as what Matthew was saying, there’s lots of different systems, you don’t have to create the system yourself, but you can still massively add value in that. The same with Wealth Dynamics, I do not care that I didn’t create it, but I love it, I share it and I use it with every single one of my clients. They’re very good at service-based opportunities.
The challenge with traders, though, are they can get a bit grounded or a bit too much grounded, so they can be very much focused just on what’s happening the next week or the next month. You ask them stuff like, “Where do you see yourself in the next year,” and they’ll go [makes a motion], but they’re very good at multitasking, they’re very good at getting things done and giving the best service as well, but the future sometimes suffers by them working too much on the immediate here and now if they’re not careful in that as well. Giving you examples of the way I work and that’s why for me I actually do love working with one-to-one clients. I can imagine I will still work with one-to-one clients for many years. The difference is I’m working with less one-to-one clients. I’m changing it slightly, but it will always be a part of what I do, even small groups. Typically, traders don’t like being in the spotlight. They don’t typically like doing things like this and what I would say is I enjoy this, but I know that effectively what I’m doing is for this next 90 minutes, I’m stepping into more of a star profile role to share Wealth Dynamics, to share something that I’m really passionate about.
Typically traders, they’re very organized and know what they want to do, but as a star we’d be going, “Yeah, cool. Oh, there’s an hour? I’ll fill that hour.” They won’t be as structured around it, but I like to know what I want to talk about and give that value in that sense as well. The reason why I share that is because if there’s anybody here sitting here thinking, “I’m not a star profile, but I kind of thought I’d like to do stuff like groups and talks,” you still can as long as you do it in a way that’s feels you’re connected. I absolutely love the working and having conversations after, things that allows us to go, “What did you take from that?” That’s what I really get in flow with because at the moment, I see a lot of nodding heads and I go, “That’s great on one hand,” but actually if it’s a small group or individuals, that’s what actually I enjoy a lot more. Time flies when you’re having fun.
Accumulators are very, very detailed. They’re very much on the grounded level, but they’re on the systems side here. They are very good at, again, getting things done. They’re very good at managing processes, they’re very good at even like project management as one of the best roles as well. What they typically do is they are one of the most risk-adverse profiles, so as a coach, I know when I’m coaching some of my accumulator profiles if I sometimes put them on the spot to make a decision right now, they will actually be out of flow. I have to know and change my coaching based upon knowing my clients’ personalities, but also knowing that they add value. They see things that other people miss. If you ever knows someone that says to you, “I should take an umbrella today because it’s going to rain,” how many times will they tell you, though? Typically just once and then they’re the person that’s always prepared. They go somewhere and you go, “Pfft, are you carrying your umbrella with you?” Then when it starts raining because they’ve done their research, they’re the one with an umbrella and you’re all trying to get underneath that.
They don’t say ‘I told you so,’ but if you ever have an accumulator around you – friends, family, even yourself – listen to them because they often see things that other people don’t see, but the challenge is think about a creator dynamic. If you’re working in a partnership with a creator and an accumulator, creators will have so many good ideas and it’s like the accumulator typically comes and just rains on it and they go, “You’ve not thought about this,” and the creator goes, “Well, you come up with a better idea. You tell me how it works.” Is that the best thing for the accumulator to do? No, but whereas a creator, I would go, “Perfect, I never thought about that. Let me build it into my creative solution.” In that sense, working in partnership makes a massive difference.
Again, I’m just going to show one other example. One of my other coaching client, Andrea, she used to be an operations manager for McDonald’s for many, many years. She started at McDonald’s and she climbed the corporate ladder. She decided that she didn’t want to do that anymore. About six years ago, she then decided to become a coach, but I love about Andrea is she still does not even have a website about Andrea. She features on a website with a business partner who is a creator, who’s called the ideal business partner. She is one of the most booked coaches I know. Her prices are rock solid and rock high. She’s very good at working with chief executive kinds of levels and directors and going in there, suing her experience of operations and understanding what happens, she goes in there and she’s like their quiet person that’s just there to be there, their confidante, their coach. She’s not really out in the spotlight in any way, she has no massive social media or anything, but she still has an amazing business because she knows where her value is and she plays to that. It’s all about reputation in that sense.
A lot of it with her is accumulators love having their finger in lots of different pies and she used to always drive by shops beside her son’s school and going, “One day, I’ll have a pancake shop. I’d like to have a pancake shop,” so it’s about investments and things as well. Her boy, one of her youngest said to her, Elliot, “You always say that, Mum. Why don’t you do it?” As well as having her coaching business, I think the last time I chatted with her she’s got like four different coffee shops and pancake shops and places like the baguette shop in central Liverpool now. She actually goes in, she sets them up. She gets the right team in and then they just happen like clockwork. It’s not the Andrea Café, she’s not trying to be the star. She’s not trying to create anything real novel, she just knows where her value is and she plays it and she does it amazingly well.
The last couple of profiles are the lord. That could be called the lady profile as well. They are very good. They’re the opposite of supporter. They are not big picture massively, they’re not detailed. They’re the good dredge in the metal. They are more on the systems and data side, so again, they typically manage their businesses through numbers whereas supporters have best results through conversations and you’d want people like your accountants to definitely be a lord profile. The difference is they don’t just look at numbers, they don’t go, “That says X.” They’ll then go, “Right, this is what it means and if we change that based upon knowing you and if you made these small changes, this could have a massive impact as well.”
Think about even if you’re an expert in that kind of field like an accountant or whatever your trade might be, how much more value you can add by playing to your lord profile to some of your clients as well. They very much get things one, they help take the complex parts and then go, “How do we make it happen?” They’re not the best networkers. They typically hate networking groups. That’s what I mean, something that’s in lord profiles is they go, “Right, I need to go to lots of networking this weekend.” I go, “Are you going to enjoy that?” “No.” Well, actually you could still get business, but there’s different activities that probably works better for you as well whereas supporters and dealmakers typically, they love those kinds of events as well. They’re natural at it.
The last one is the mechanic profile. Mechanics are different from creators. They are typically big picture, but they’re very good at being creative around systems and making things better. They don’t necessarily care about being in the spotlight. Obviously, I’ve chosen some that you probably know of or heard of, but they’re really good at just making things happen efficiently and in the best possible way. That’s like Jeff Bezos from Amazon. Anybody heard of Amazon? He’s like, “Well, actually, if I recreate this system,” and he’ll actually think of it as what’s happened through there. Even a Mark Zuckerberg as well. He used to work for IKEA and I have got Mr. Ingvar Kamprad to thank for my wife. We met in IKEA, but I remember even going into one IKEA and you go into another IKEA, is there much difference? No, the same. They sell [PH 1:05:50] meatballs, they sell the same kind of furniture. You know what’s happening. They keep things simple so that it can be replicated much easier. They don’t necessarily create new things, new things, new things all the time. They’re very good at roles like customer and continuous improvement.
A lot of mechanics are very good at internet marketing kind of roles, so they’ll get into like social media. They’re not necessarily about the social media branding kind of stuff, but they’re really good at going, “You know something? How can we improve your click through rate? How can we make this happen?” The technical parts of it is where they add amazing value as well. There you have it, there’s eight different profiles and can you see so far from the people that we talked about. Obviously, we know them because they have played to their flow and they got to where they got to because they’ve been in flow and playing to their talents and their strengths, but the key thing to remember from this is what a star would do to get into flow and to get their business going could be the complete opposite of what an accumulator does. That’s why knowing your Wealth Dynamics profile makes a massive difference for you to understand where are you just now, how much are you playing to your profile and then what can you do going forward?
The thing about this is it’s not about saying, “Oh, because I’m a star, I only do start things,” because what would happen is if you only then just do the one thing, actually your business won’t grow consistently either. I’ll talk about that next stage in a second because, really, business can actually be really simple. The primary purpose of any business and any organization really is to offer two things – value and to then leverage that value. Let me give you a couple examples with this. Those profiles that are the best at typically offering value are innovation and at the bottom, timing and service. They typically gravitate towards adding value. Value is something that people will typically pay you for because they see it as being valuable. Up at the top, there is value in terms of the ideas and the products that they create. At the bottom, it’s very much around the service and timing. If you think about things like airlines, hairdressers, even coaching to an extent, they can be very much done at the bottom. They’re still offering a service or value. This is where I see a lot of business owners absolutely am chucking themselves up as well because they get too focused on just one part of the equation.
Anybody here heard of Apple? Some of you may know the story behind Apple. Apple, their core value that they offer is in innovation. They’re an innovation company. What happens when Apple announces something new? They have people like me that trust them automatically. They built a level of trust. It didn’t start that way, but because they’ve got that relationship, in my mind and other Apple fans’ minds are going, “They’re always continuously improving. They’re adding value.” How do we move things forward? They play to their strengths at being an innovation company. Does that make sense? The thing is they don’t just do that because if they just did that, it’s like going to the gym and only working one leg. Even as a creator, if you’re a person that goes, “I’m so creative. I have all these ideas. I want to create, I want to create, I want to create, I want to create, I want to create,” it’s like you go and you end up having an Arnold Schwarzenegger big muscly leg and then like a stick, like Naomi Campbell’s thin leg on the other leg because actually even if you’re a creator, you can over create. Does that make sense?
What do you have to do for that thing you’ve created for it to be of value? You have to get out there and that’s why leverage often happens through people or systems. You don’t have to always think about doing all of it all automatically. Think about if you’re a creator and you’ve created a book. JP Rowan, she’s got a book. Did she then spend all her time getting that book out there, talking to people about her book? No, she had other people that did that, leveraged it through their systems, so you could buy her book from Amazon. Can you see how Amazon has a leverage for JP Rowan? Movie distributors and all that kind of stuff, they’re all leveraged. The fans that she created, that loyalty are a massive leverage as well. My key thing to think about for you is that whenever you are creating something if you are a creator as well, always think about, “Okay, this is where I am. I’m creating that, but what am I going to do with that,” because if you then go, “I’ve created this product or I’ve got this particular coaching service that I’m focusing on, perfect. It’s all done,” now you have to take that next step and actually get out there.
That might be through your email marketing, it might be through people that know you. It might be through joint ventures, it might be doing things like star profile activities. It might not be you doing it. It might be collaborating and getting other people to do the things as well. Does that make sense? That then allows you to go, “I’ve created a value. I’ve leveraged it.” That then allows you to create more value to then leverage that to then keep moving things forward, but typically what happens is either we get too focused on trying to create too much value and it sits on our shelves or in our hard drives or in our mind and then no one gets it or the flip is we’re trying to sort out the leverage. Yeah, I see some smiles here. You have the best system in place, you’ve got your Infusionsoft working like a T behind the scenes. You’ve got the best website, you’ve got everything just done, like ironed out, but you’ve got no customers. That’s not a good idea either, is it?
That’s why both of them have to exist at the same time and even as a small business owner or wherever you are, always thinking about that in terms of let me play to my strengths as much as I possibly can, but let me then work with other people to actually add value as well. That’s why I work with a lot of people that are star profiles that serve the same market as I do, they don’t like doing one-to-one coaching typically. I like doing one-to-one coaching, so I’m actually a value to them and they’re a leverage to me as well. It’s like a win-win situation in that sense and the same works going back to my Apple example. You’ve got the computer. You then go, “Okay, I might buy the phone.” Well, even though they’re an innovation company, they have lots of things that actually make them as successful as they are now.
You bought a phone. Now you typically want to buy music. You’ve got Apple music or you buy other apps. That’s them focusing very much on their data and their systems, but they can’t exist just with apps. They need to do the first part to be able to make that happen, so they’re always looking, “I’ve now got this piece of value. How do I actually get that out there and become more valuable?” Back in the old days, Microsoft was massively well-known, but they focused more on leverage, didn’t they? They actually got their software out onto every PC platform. Didn’t matter if it was Dell or IBM. Their strategy was more about leveraging more, getting out to more people whereas Apple came in because they then got the innovation products, but then they started to leverage more effectively as well. That’s why you can actually buy Apple products in lots of different kinds of places now whereas in the past, you weren’t able to. Obviously, I know there might be some people here who might not be Apple fans and that’s okay, too. I want you to think about value and leverage because it makes a massive difference, as I say.
There are the eight profiles in terms of where we are. I want to share something that can also help in terms of where you are in a business and I see this a lot with my coaching clients again. Things happen in a cycle, so you might notice that at the top – I’ll not refer too much in terms of timing-wise – you have what we call different seasons. You’ve got spring, you’ve then got summer at blaze. You’ve then got autumn at temple and then you’ve got steel energy here in winter. The big thing is everything happens in a natural way and that’s why typically people who think that entrepreneurs are creative, they have lots of ideas are because typically up here you’ve got lots of ideas and those have more dynamo energy. It’s kind of like fresh, they’re really good. They come up with ideas and then they can make it happen quite quickly or they can get it moving quite quickly, but what happens here is we go through a natural cycle, so people at the top typically ask, “What can we do? What can we do to solve this problem?”
Then the most natural way around it is to then go to the blaze energy to go, “Who can help me? Who do I need to speak to that can help me with this? Who’s the go-to person around this? Who’s the authority in this field as well?” Here, even at the ‘who,’ it’s actually quite easy. Even if you’re a coach and you get really clear about who I’d love to serve and work with, it can actually be quite easy when you figure that out. Have you ever got to the point where you don’t know who your ‘who’ is? It could be hard to work because you don’t know who to even connect with as well. That’s typically okay for those that are at the top or even at the side because when it comes to starting a business, things can happen quite quickly, but each of the profiles have positives and some drawbacks if you’re not aware of them. Typically, those that get that ‘what’ energy, they go, “Alright, let me talk to people. Let me start doing it.”
Then it comes down to having to ground that. Then it becomes I’ve now got that service. How do we get out there, how do we deliver that customer service? How do we then make sure we’ve got that loyalty? What do you think happens to those that are up in that energy? They get bored or they get to the point where they go, “This isn’t really working.” They don’t have the staying power sometimes around it, so they then end up going, “Yeah, you know something? It’s not working.” They then go back to the top and they go, “Let’s go work another idea.” They basically jump from the top and they get to a certain part in the cycle and then they never take it fully around. Does that make sense? Then those that are like me and I’m sure there will be people in the room here, if you are more grounded, you’ll have all the best ideas around when you could do things. “Okay, I can do this first. I’m going to launch that program and then this, this, this, this,” but you’re not really clear about what it is you want to do from the first place and who you want to work with. You actually have to go backwards to the top to be able to then go forwards.
When I’m working with a lot of my coaching clients and that’s why those that are starting a business that are here and here, it can feel a lot harder for some of them because they’re not naturally at that stage in terms of where things would be flowing as easily. You can still make it happen a lot easier, but what do you think would happen when they start to get the foundations sorted? Things will happen smoothly. They’ll then have the systems and they’ll actually be in flow at a different part of the cycle of entrepreneurship. Creators get their energy from the beginning of it, but those that are more temple or steel, they get their energy when things are actually happening, but it’s kind of hard when you’re an entrepreneur when you don’t have the start because you have to go back to the start to make it happen. Right at the venter of that is about thinking about why you are doing it in the first place because that makes a massive difference in terms of who you are, why you’re doing it.
For me, for example, my big why for transformation is about embracing entrepreneurship from the inside out. That’s for working with people that are still running their business, but they’re still running it like an employee, how to help them actually run it like an entrepreneur or those that are still in a corporate or traditional world, how to help them go from inside out, but also what’s happening in here. A lot of changes can happen in our mind. Not trying to be an all-arounder, playing to your strengths and working with other people and collaborating to make a big difference. Two last points before I start wrapping up. If you’re ever stuck in your business, if you feel like there’s a block to the flow, you can’t solve that challenge from where you currently are standing. Think about it. Imagine you’re a river and you’re standing there going, “Hm, there’s no water here,” what would you have to do? You’d have to go back upstream to think where the block is and you unblock it so that the water can flow down.
That’s why if you’re ever getting to the point and this typically happens, you’ve got creators that ask the question, they go, “What can we do?” They’ve got all these ideas and then you have someone that goes, “How are you going to do it?” It’s like you’ve taken the idea and you’ve just chopped it completely as well. It’s the wrong question to ask, so that’s why you want to ask questions like, “What do you want to do? Who do you want to work with?” Take it in a natural cycle – the when and the how. If you’re stuck at how to make something happen, like typically if someone’s getting stuck and they’re going, “This isn’t working, the system’s not working,” you can go, “Okay, cool. Let’s not focus on the how. What is it you want the system to do, first of all?” You have to go back to clarifying what the ‘what’ is. Who’s it for? What’s the user? What do they want from it? When, what’s the sequence in events? I really encourage you, whenever you’re on your business, if you’ve ever got any questions that you’re thinking, “I’m feeling really blocked,” just ask yourself where you are currently blocked and then go further up to see where the source of that block is.
I’m often asked the question of what is a winning team here. Do you have to employ eight people in any business? No and I keep talking about team. That might be people you employ, it could be virtual assistants. It could be partnerships that you surround yourself with as well, it could be even peers. There is a really useful way to think about the ideal team and it’s a really simple formula. It’s a one, two, three formula. I’ll give you two examples. I’m a trader profile, so I’m down here. If you count that as profile one, two profiles away from it, so one, two, a lord would be really good on my team. That’s why my accountant is a lord and I surround myself with lords as well and then three profiles removed from that, so one, two, three, so an ideal team for me or a collaboration would be working with a star, trader and a lord as a combination because that’s where we can pool or primary profiles and our secondary profiles as well. Can you see the star would have a little bit of the dynamo energy from the creator and the supporter and you cover the full cycle as well?
Let’s use a star example. Stars, for example, if you get a star and you’ve got a dealmaker that’s out there helping you get gigs and deals or an agent effectively, that can work really well and then one, two, three, a lord to make sure it’s all happening and it’s controlled and they’re adding value in that sense as well. It’s not just about where you are in your business. It’s about when you’re thinking about, “I’m struggling. I’m working too hard here. Who can help to actually add value in my business?” Too many people try and add the same person as who they are, which doesn’t really work. You want to then think about where does my strengths, especially in the graph and how do then add that in terms of the winning formula as a team as well. That’s me about to wrap up. I know it’s been [inaudible 1:21:37] stop, an hour and a half nearly about Wealth Dynamics. I hope you’ve got some real value from that so far and it does make a difference around knowing what your profile is and how do you actually bring that to life as well.
It’s been an absolute pleasure working with you and sharing this with you today. I really hope that you’ve got some nugget from here that helps you go, “How do you get yourself in flow? How do you stop trying to be an all-arounder? How do you start actually being who you are in terms of playing to your talents, so you’re not thinking that you have to do it only one way?” There’s so many different ways. There’s eight particular ways and paths to really grow your business and have it in a way that flows. It’s been an absolute pleasure working with you today. I will be hanging around. I know my time’s coming to an end. Do we have time for questions, Matthew, or where are we time-wise? Does anybody have any questions? I’m going to give more value, you can catch up on time.
Audience Member: Can you explain the one, two, three in terms of creating a good team?
Osmaan Sharif: Yeah, perfect. The one, two, three, it’s about the ideal team that you would want to have. I’m just going to go back in a second. For example, I’m a trader profile. I can play to my strengths by being in the trader profile kind of way. I would still have some characteristics typically of an accumulator and a dealmaker because they’re my secondary profiles. For me, can you imagine if I cover the base at the bottom from my energy? That’s why actually if I then have a lord to help be part of my team, they can add the value by having more steel energy in my business and then if you have a star profile, that brings some of the creative energy in there as well, but also very much from the people side as well. It’s not just about where you are, you have to get these people straightaway. It depends where you currently are in your business as well. Some people need them at different stages.
You might be going, “Okay, now I need to have more people now on my team to give extra customer service or to deal with the systems.” It does depend also on where you currently are in your business, but what that does is that means you’re creating as much balance of energies as you can across the team. Therefore, you’ll typically have more end flow because what people typically do is they go, “I’m so busy. I need to replace me,” and then they actually get someone that’s very like them. Not the best strategy in that sense. Cool, perfect. I think that’s us, so thank you very much and I’ll be around if anybody else has got any questions.