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?

1. WEALTH
DYNAMICS
PROFILE REPORT
YOUR WEALTH PROFILE IS:
Deal Maker
Page 1

2. WEALTH
DYNAMICS
My Wealth Dy namics Graph
Name:
Primary Talent Profile:
Page 2

3. 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 helps
you find your flow. We’ve also given you a number of examples of well-known Deal Maker profiles
who 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 Carnegie
In this report you will recognise the strengths and weaknesses of your profile, and see what you
should – and more importantly should not – be doing to stay in your flow. We also cover how
your profile links to the other profiles, so you can begin to appreciate the people around you, how
to bring out the best in them and support them towards their own natural paths. You will see that
Wealth Dynamics is far more than a profiling tool. It is both a language of entrepreneurship which
allows us to tune in to the concept of flow, and it is a map of wealth, which allows us to see that
wealth 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 rofile
If you think of the eight profiles as eight games that are as different as basketball is to football or
baseball, you can see that each one has different rules, different locations and different winning
and 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 advice
and 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 one
game, and one game only – which is the one that gets you into flow. Mastery comes from
consistently playing that game until it is second nature. This report is the first step to gaining clarity
on what that game is for you (you will recognise the times in your life when you tuned in to your
path 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 and
content to support your mastery of your profile. We recommend you follow that and then, when
you are ready, begin to use some of the resources at the end of this report to equip you on your
path.
Enjoy the journey,
Roger James Hamilton
Page 3

4. Deal Maker
Your Primary Profile in a n u ts hell
Wealth 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

5. 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 through
timing, not creation, a Deal Maker lives in the present. As Donald Trump said, “I try to learn from
the 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 value
grows as they become less accessible, a Deal Maker’s value grows as they become more
accessible. They are constantly on the phone and on the move. They create most value by
spotting connections around them. Once the deal is done, the new value created enriches
everyone involved.
Successful Deal Makers don’t try and shape their surroundings to suit them, but shape themselves
to suit their surroundings, listening and learning before acting. Whether it is David Geffen in
Hollywood, Donald Trump in New York real estate, or Rupert Murdoch in media, every successful
Deal Maker has picked a single area from which to attract the best deals in their market and create
the 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 build
relationships. After all, who needs a bridge when you are the bridge? Deal Makers are the great
connectors, and the best ones understand how to grow value for everyone with every connection
and introduction they make.
Page 5

6. Deal Maker
Your Primary Profile Description
Le t’s d o L u nch
Deal Makers are in their flow when they spot the differential in the deal. While Traders will multiply
the trades and control the spread, Deal Makers will control the deal and magnify the spread. As a
result, a Deal Maker can make a billion dollars in just one deal. A Deal Maker’s natural
communication skills put them in this position, and for this skill to shine, they need to be in front of
people. 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 of
timing. As a result, they can easily become intoxicated by their own success, looking for each deal
to 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

7. 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 e
Aus 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’s
la 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. Murdoch
was 21 years old. From early on, he preferred to buy rather than start new businesses, saying, “In
terms of starting new businesses, I’ve always been a skeptic.”
While Mechanics, with their systems, limit choice (typified by Henry Ford’s famous statement “You
can have any color as long as it’s black”), Deal Makers, with their networks, broaden choice. It is
this 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 further
titles, has taken him into new countries and new markets as opportunities emerged. From the age
of 29, Murdoch went on a buying spree. Seeing the opportunity in England, he bought the News of
the World and the Sun, followed by the Times in 1981. Using cash flow from his tabloid titles, he
funded his satellite TV network, Sky.
Page 7

8. Murdoch’s heavy expansion in the 1980’s came with a series of crises. First, he overcame a dispute
with trade unions in Wapping, followed by an urgent restructuring of his debt as the 1990’s
recession hit. He dealt with both in his flow, taking advantage of the poor market to force a
merger with his competitor, BSB, to form BSkyB and dominate the UK satellite TV market. His
actions led Sunday Times editor, Andrew Neil, to call Murdoch "probably the most inventive, the
bravest dealmaker the world has ever known".
Relying on cash flow and debt financing for his acquisitions, Murdoch repeated his formula in the
United States, buying the New York Post in 1976, and Fox Studios and seven Metromedia TV
stations in the 1980’s. To overcome US ownership laws and complete the transaction, Murdoch
became a US citizen in 1985.
From dominating the press, to dominating satellite TV, Murdoch continued to move wherever he
spotted the greatest flow to leverage. When asked by a reporter whether he still stood by his
earlier words that newspaper classifieds were media’s “rivers of gold”, he replied: “Sometimes rivers
dry 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
we've 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. I've 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 see
the future a bit more clearly.”
Page 8

9. 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 s
to 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 e
a 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, then
find 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, Hyatt
opening 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 make
money sitting behind a desk.”
By the late 1980’s, banks were lining up with easy credit for Trump. Trump’s attorney, George Ross
said, “If he needed $60 million, the bank gave him $80 million, even if the project wasn’t worth $80
million”. Trump bought the Plaza Hotel four months after the 1986 stock market crash for $407.5
million, borrowing $425 million from a syndicate of banks to fund the deal. Trump gave a personal
guarantee 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 leveraged
with debt payments he would soon struggle to make. More significantly, Trump had begun to lose
his focus, spending less time on deal making and more time promoting his brand. By 1990, the
property market turned, leaving Trump in trouble.
Trump, however, didn’t blame the markets. He blamed his own lack of focus, saying, “In the late
eighties I lost focus. I’d fly off to Europe to attend fashion shows, and I wasn’t looking at the
clothing. 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 in
his casino business as a result of a tragic helicopter crash. The press was hounding him about
relationship problems with his wife Ivana and mistress Marla Maples, and he was billions of dollars
in debt. Trump had just launched the $1 billion Trump Taj Mahal Casino, and within months was
not able to make a $41 million bond payment due on one of his other casinos. His bankers gave
him a $56 million emergency loan and deferred $2.7 billion in debt in return for security over his
three casinos. Trump was put on an allowance and charged with running the operations, taking
him out of his flow.
Page 9

10. With over $3 billion of outstanding business debt and $900 million in personal guarantees, Trump
described how he was called in at 3am to attend a meeting at Citibank. He said, “That was the low
point. There were thirty bankers sitting around a big table. I phoned one Japanese banker, then an
Austrian 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 still
had debtors' prisons, Trump would be in the dungeon" and adding, "Donald Trump is a Third
World Nation." Trump regained his focus, renegotiating his debts while aiming to keep control, if
not ownership, of his assets. He continuously focused on making it to 1995 intact, saying later, “I
knew that if I could survive until 1995 and hold on to most of my properties, which I did, the market
would come back, and it did.” With the press against him, the banks watching him and his wife
divorcing him, Trump worked down his debt. In 1995, he took his casinos public, raising $2 billion
and making him debt free. By 1997, Trump was back to being a billionaire. Reflecting on his
experience, 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 focused
on the deal. With no computer or email, Trump remained constantly on the phone. “My phones
are so busy that I require two executive assistants, and they never stop. They alone handle, on
average, more than 1,250 calls a week … my whole life is just one big negotiation.” To understand
people more effectively, Trump read up on psychology, saying, “For me, reading the work of Carl
Jung was a step in the right direction. If someone had told me in business school that studying
psychology would be important for financial success, I would not have believed it.” Trump equates
this ability to tune in to the people around him as the “technique for seeing into, versus reading
into, the people around you”.
In the new millennium, Trump was approached by Mark Burnett, who pioneered the reality TV
genre with “Survivor”, and in 2004, “The Apprentice” was launched, taking Trump back to a focus on
his brand. Over the next two years, on the back of the success of “The Apprentice”, Trump’s name
began appearing through books, key note talks, and talk show appearances. While Trump
continues to make millions from leveraging his brand, he can continue to make (and lose) billions
from his deals. We, in the meantime, continue to benefit from his experiences. Trump follows in
the footsteps of billionaires like Carnegie and Getty by writing books on wealth. His book “How to
Get Rich” gives a range of gems such as: Keep your door open; Make sure both sides come out
winning; Let your guard down but only on purpose; and, If you have them by the balls, their hearts
and minds will follow.
Page 10

11. 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 Foundation
Your wealth is in your relationships, and the higher level your relationships, the
higher level the deals will be that you do. The time it takes to do a deal that
makes you $100 is not so different from the one that makes you $1 million. Build
your relationships but set the level you want to play at! Align yourself with the
connectors and financiers who can provide you with the resources.
2. Moment of Wealth Creation
You need to maximize the time invested picking deals, finding the right people
and managing negotiations. As a Deal Maker, choose your niche and grow your
network. 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 the
right advisors around you, a fantastic deal could be just a month away.
3. Value Creation
Focus on building a team to seek and attract the best deals. This team becomes
an appreciating asset, growing in value with every new deal that you make. Invest
in your negotiating skills and tuning yourself in to your market.
4. Value Ownership
Wealth comes from not just finding the deal, but controlling it. That means your
ownership will come down to the relationships on either side of the deal, and the
details of the deal – both legal and financial. You become the critical link.
5. Leverage
You are magnifying your record, which means that you are building credibility as
you go, and will need to be leveraging on someone else’s credibility when you
begin. Your leverage will also come over time as your team develops track record.
6. Secure Cash Flow
Too many deals have gone through in which the Deal Maker remembered
everyone except himself. Your cash flow must come from the deal itself, as that is
where you are delivering value. So although you may want some equity stake for
your efforts, your focus must be on the front end commission, back end
commission and auxiliary fees you are charging to make the deal happen.
Page 11

12. Supporter
Your 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

13. Trader
Your Primary Profile in a n u ts hell
Wealth 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

14. 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 some
Roger James Hamilton devised Wealth of today’s most successful Wealth Creators
Dynamics in order to reconcile all of the ended up taking different approaches when
conflicting and often confusing advice on they got started. What would have happened
wealth creation, based on his extensive if Bill Gates had opted for a career as a
experience and considerable research. footballer? Would Oprah Winfrey have made
millions as a commodities trader?
After much study, it became clear that wealth
creation was a consequence not of a myriad If any of these Wealth Creators had not
of conflicting business theories, but proven followed their path of least resistance to
concepts that have been used successfully for wealth, we would not have heard of them
thousands of years, across a wide range of today. Each of us has a path based on our
cultures and philosophies. Integrating the five natural habits and talents – the ones we were
energies, seasons and elements led to the born with. Only we follow our path do we
development of the Wealth Dynamics square, give ourselves the opportunity to achieve our
with 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 e
Many explanations have been given for why
some of us acquire great wealth while some
of us do not. Many have taken certain
explanations as persuasive enough evidence
to give up trying. We say: “Well, he was born
into the money”; “She has talent and charisma
that I just don’t have”; “He’s obviously a great W h a t lies behind us a nd wh a t lies
leader 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 action
today is that we believe we don’t have what it - Oliver W endell Holm e s
takes to make it tomorrow.
Page 14

15. 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 a
Have you noticed how for some people, no There are rules to this wealth river, and this is
matter how much money they get, it just the Wealth Formula:
disappears? Whereas for many wealthy
people, you can take all their money away WEALTH = VALUE x LEVERAGE
and it comes right back again. This is best
explained by the ‘Wealth Paradox”, which Water always flows from high ground to low
states: 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 whoever
opportunitie s you h av e to lose it.” values the money more will happily take the
money. Value determines the speed of money
Without true wealth, all the money that flows flow (the more value, the steeper the river
through you will disappear. So how do we and the faster the money will flow).
define wealth? Roger James Hamilton defines
wealth 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 double
h av e. W e a lth i s w h a t you’re l eft with money flow by increasing value (a widget
if you los e a ll your m on ey.” worth $200) or invreasing leverage (two
widgets worth $100 each). All Wealth
C re a ti n g a Riv e r Creators intuitively understand how to grow
their river.
Roger is talking about how Creators to focus
at chasing water upstream, but creating a river Th e Opposite s of V al ue a nd Lev e r a g e
of flow. There is trillions of dollars flowing
around our planet every day, so you don’t What few of us are taught is that there are
need to make money, you simply need to two opposites to value and two opposites to
direct 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). Introverts
We each have a natural way to create the leverage value through multiplying (making it
river, and this is how the Wealth Dynamics simple and make many). Extroverts leverage
square 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

16. 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 it
like an eight-sided mountain, where there are different rivers flowing down each side. Each of us
has 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

17. 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 e
s 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 e
a 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 t
a 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 e
a 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 n
Th 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 e
th 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 steal
creating long after they’ve run out of the show. Stars get their most valuable
resources, money, and other people’s feedback in the limelight, and find their flow
patience. In fact, they have their greatest while on their feet. As a result, they are able
creative breakthroughs after most others to evolve their attraction on the fly, and it is
would have given up. their personal magnetism that is their greatest
value.
Before Walt Disney’s first animated movie
was finished, his distributor went bankrupt. Stars are naturals at creating a unique identity
Before his second movie was finished, he ran for themselves. It is their personal brand that
out of money himself. To produce the now attracts others. By magnifying their brand, they
famous “Steamboat Willie” featuring Mickey quickly magnify their attraction. Failed Stars
Mouse in 192 , strapped for cash, he wrote to do not realize this and have been attempting
his brother Roy: “Slap a big mortgage on to build their wealth by improving their
everything we got and let’s go after this thing products, their systems or their teams – none
in the right manner.” of which come as naturally. Stars also get
frustrated that others can’t do what they can
Many Creators fail because of their over- do, and so make poor managers without the
optimism as to what their business and their right deputies.
team can achieve. This optimism has led
many to take on far too much, leaving them Successful Stars are happy to leverage on the
little time to do what they do best. products and platform of others in order to
Successful Creators have delegated everything perform their magic. They lead from the front
except the creative process itself – and they with their name shining in lights, while others
focus 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 to
Successful Creators, who share a common success, include Oprah Winfrey, Martha
strategy to achieve their successes, include Stewart, Arnold Schwarzenegger, Paul
Thomas Edison, Walt Disney, Bill Gates, Steve Newman and Amitabh Bachchan (India’s
Jobs, and Richard Branson. number one Superstar).
Page 17

18. 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 nd
a 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 of
Bla 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 e
s 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 t
from bein g actively involved in l e adin g wh e n conn ectin g people a nd ide a s
oth 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 Makers
While Stars are busy shining, Supporters are leverage by magnifying out in front. While
busy lighting up others. Supporters are the Stars are high in the sky, however, Deal
strongest leaders, as they can translate value Makers have their ear to the ground: Creating
into action through people. They are masters value through timing, not innovation, and living
at energizing teams by giving them the in the present.
confidence they need to succeed. They
supply the glue without which great plans Successful Deal Makers tend to catch the
would crumble. imagination of the business world, with their
sweeping gestures that make millions in a
Many Supporters struggle to find the right moment. Of all the profiles, the Deal Makers
business to start, despite their fabulous rely most on the relationships around them.
network. This is because they are asking
themselves what business they should start, While a Star’s value grows as they become
when they should be asking themselves which less accessible, a Deal Maker’s value grows as
value creator they should support. Steve they become more accessible. They are
Ballmer 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 spotting
company 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 can
also be found in their own businesses – such Struggling Deal Makers are often stuck trying
as in public relations, headhunting and to start a business or caught up in detail, as
consulting where others will pay big bucks for the idea of wheeling and dealing, wining and
access to the people they know. Where dining, just sounds like too much fun! Every
others would take months to find the right successful Deal Maker has picked a niche
person, it often takes Supporters just one from which to attract the best deals in their
phone call. market.
Notable Supporters include Jack Welch, Celebrated Deal Makers include Donald
Michael Eisner, Steve Case and Meg Whitman. Trump, David Geffen and Rupert Murdoch.
Page 18

19. 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 ect
with 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 e
al 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 nd
to 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’t
th 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 nd
pe 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 accelerating
Makers who make their money by bringing money flow, Accumulators create wealth by
assets and resources together, Traders will decelerating it. Rather than making money by
buy and sell the assets and make their money buying and selling off waves, they make
from the spread. Extrovert Traders will do this money by buying and holding on rising tides.
where they can influence the price through
hard bargaining. Introvert Traders prefer to Steady and dependable, if the profiles were
trade through analysis rather than face-to-face compared to a football team, the Stars
bidding, and include many of today’s would be the strikers while the Accumulators
successful market traders. would be the keepers. While Stars are quick
to spend, Accumulators are quick to save.
While Creators need to immerse themselves
to create their wealth, Traders need to Accumulators often fail as a result of keeping
detach themselves. If markets were too much to themselves, rather than building
symphonies, the Creators are the composers the advocates who will network on their
while the Traders are the conductors. Value behalf. They rarely act on impulse, and fail if
comes 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 control
of the trade. As reliable and hard-working Once Accumulators connect to the right
employees, they may see either the buy side team, are quickly uplifted while keeping the
or the sell side of a transaction within the team grounded. They ensure that everything is
company they work for, but often never the in order and that what needs to get done
two together. Only when they are in control gets done on time. Successful Accumulators
of both sides will Traders become aware of are happy to remain down-to-earth, holding
the natural talent that they have. the kite strings while others fly high.
Famous Trader profiles include George Soros, Successful Accumulators include Warren
Peter Lynch, John Templeton and Jim Rogers. Buffett, Benjamin Graham, and Li Ka Shing
Page 19

20. 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, with
s 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 g
th 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 nd
th 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 ey
inform 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 t
con 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 rom
wh 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 for
their thrift. They can squeeze out the cash If Creators need to have their head in the
flow from assets without needing to own the clouds, then Mechanics need to have their
assets. finger in the pie. While Creators are great at
starting things, Mechanics are great at finishing
Rockefeller became a billionaire in the oil things. They are perfectionists, which is why
industry without needing to own a single oil they cannot resist finding ways to do things
well. Mittal has become a billionaire in the better. While Stars twinkle, Mechanics tinker.
steel industry without needing to own a single
mine. Whether commodity Lords or land They get hands-on with their systems and
Lords, they have the patience to collect and prefer to study how to improve things with
crank up every cent of cash flow they find. their hands dirty. Many Mechanics have yet to
get going because they are still trying to figure
While extrovert Supporters value people over out what business to start.
numbers, introvert Lords value numbers over
people, and don’t have time for politics or Many Mechanics have companies with better
niceties. Lords love certainty and hate risk. systems than their competitors, but they have
They prefer to keep to themselves, and those not leveraged these systems with stronger
who haven’t yet found their wealth often fail products produced by others, or their
to see their analytical skills, risk aversion and business is limited by their autocratic
need 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 have
generate cash flow without the need for delegated many other areas of their business
either innovation or timing, weathering market to others. This is where they see the greatest
conditions and acquiring the competition results, and where they gain the most
until they are dominating entire industries. satisfaction.
Successful Lords include Andrew Carnegie, Successful Mechanics include Henry Ford, Ray
Lakshmi Mittal, and Sergey Brin. Kroc, Sam Walton, Ingvar Kamprad (IKEA
founder), and Michael Dell.
Page 20

21. WEALTH
DYNAMICS
The Five Frequencies
Synchronizing with the Seasons
Our primary profile is the game we play when we are in our flow. Each of us has a primary profile
based 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 Richard
Wilhelm’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 of
Chinese 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 four
frequencies is a state of change, like the four seasons. When you take the Wealth Dynamics
profiling test, you identify how much of each frequency you hold. The balance determines which
of the eight games you play most naturally: the one that creates the greatest resonance and
harmony with your natural frequencies. The more time we invest in harmony with our strongest
frequency, 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 the
water energy, which is the basis of flow. This frequency is outside of time. The five frequencies
form a cycle that begins and ends at water. Every project, business, industry, country goes through
these frequencies as they cycle from creation to completion to creation again. You are currently
going 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 our
time. Even in the right environment, as time changes we can lose our flow – our winning formula
can become a losing formula. Great entrepreneurs recognize this, and so will move industries and
even countries to stay in the flow.
Page 21

22. WEALTH
DYNAMICS
The Five Aspects of Vision
20 / 2 0 Vi sion
Why do we need a team? Because a team
in flow gives us far better vision for what’s
coming. Each of our profiles gravitates to
one of the five aspects of vision, based on
the 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 is
possible. Perspective focuses light and
sparks the flame, yet this focus can miss the
elements on the periphery. Dynamos are
great at providing perspective, but often at
the 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 and
time, yet can miss what might be. Tempos see the wood for the trees, but often miss the bigger
picture.
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 detail
that others will miss. Clarity can clearly distinguish between the different elements of a situation, yet
can miss the fun in the moment. Steels see every detail, but often at the expense of the people
involved.
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 we
lose 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 is
seen through what different cultures have termed the ‘third eye’. Insight relates our outer world to
our 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 can
turn our thoughts to action. With great vision, we can turn great thoughts to great action. We can
turn dreams to reality. Making magic is a team sport.
Page 22

23. 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 to
Each of the five frequencies require a perform without preparation in front of
different foundation to flourish. If you put something as unpredictable as people, and
yourself or any of your team into an you’ll experience how cold winter can be!
environment that doesn’t suit your individual
profiles, 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 our
five frequencies: Blaze frequency, on the other hand, burns
brightly out and about. Variety is about
Dyn 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 goes
Take away significance, esteem or out. Lock a Star, Supporter or Deal Maker in a
independence from their operating fixed plan with no variety, and don’t expect
environment 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 to
grow, and they will work at their best. A Understanding the need for an effective
Dynamo’s greatest stress comes from a loss environment in which to operate gives us an
of independence and a loss of any prospect insight into why those around us react to
to individually shine. change. Change their environment, and it
changes their performance and comfort. It
Te mpo n e eds Con n ection: “Slow” also gives us the chance to communicate
more effectively.
Tempo frequency does not need this same
independence. However, take away their Spirit n e eds Growth & Contribution:
connection or comfort and they will soon “Flow!”
react. While Dynamo needs to fly, Tempo
needs to be grounded. When a project is The fifth element flows on growth and
moving too fast, Tempo will want to slow it contribution. As our water element grows, our
down. If connections with customers or staff need for each new learning cycle to provide
become strained, a Deal Maker, Trader or growth and contribution grows as well. The
Accumulator will want to re-connect before more water, the better the garden grows. This
progressing. is, however, a choice. Some of us have
chosen to ignore this process of growth and
Ste 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, we
Steel frequency strengthens with certainty. do not contribute, and flow eludes us, as
Invite Steel to a wild party, and they will be does our fortune – our wealth, our luck, and
the first to take a rain check. Take away our legacy.
certainty, and discomfort sets in fast.
Page 23

24. 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 will
There are many books out there explaining check themselves and their teams against their
how to be a “good leader”. The truth is, each activity relative to the market. Don’t expect a
frequency has a leadership style that comes creative plan from a Tempo leader. Do
naturally. If you try and adjust your style to expect what needs to be done to get done
something different, it will not only be on time.
uncomfortable, it will feel like hard work, and
at critical moments you will snap back to your Ste el i s Da t a-ba s ed
natural style.
While Tempo is about consultation, Steel is
Dyn 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 the
Dynamo leadership is based on driving field with them, the Steel leader will know just
forward the new idea or project, and by looking at the numbers. When
knocking over the tasks to move ahead. entrepreneurs such as Getty and Rockefeller
People, analysis, timing, all take second place are criticized for their aloof style, it is that
to action. As Richard Branson said, “I believe style which enables them to lead from the
in benevolent dictatorship provided I am the back, rather than from the front or side.
dictator.” If you want to get things moving, put
a Dynamo leader in place. But once things Having great leadership around you does not
are moving, move him on to the next project come from trying to mould leaders into a
and appoint a new leader! particular style. It is about understanding what
cycle your businesses are in, what leadership
Bla ze i s P eople-ba s ed is needed, and then putting in place the
leader whose frequency resonates most
Blaze leadership is based on motivating effectively. Leaders change markets and
people to perform at their best. Not the most markets change leaders based on this cycle
important 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, “In
leadership 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 on
thousand times and exaggerate it.” creation, collaboration, consultation and
calculation, the fifth frequency is based on
Te mpo i s Activity-ba s ed contribution. The fifth element, water, is the
key to flow. Flow is based on not just
While Dynamo is about creation and Blaze is effective receiving but more importantly on
about collaboration, Tempo is about effective giving. Knowing “why” we are doing
consultation. 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

25. WEALTH
DYNAMICS
Team Roles and Cycles
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 the
man who can sing tenor.” As the season of your business changes, ensure the right profile is
leading 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 the
man who can sing tenor.”
As the season of your business changes, ensure the right profile is leading the change. The leaders
of the most successful new start-ups are always Creators and Stars with dynamo frequency. The
leaders of companies that are acquiring market share and market presence in a consolidating
industry are always Supporters and Deal Makers with blaze frequency. The leaders of the most
successful companies who have already begun to dominate their niche are always Traders and
Accumulators, and the leaders of companies consolidating mature markets are always Lords and
Mechanics.
How do you know what season your business is in? Simply by seeing what season you have just
passed through. If you have a great product that has proven itself in the market, you are out of
spring and into summer, focusing on building your market. If you have many new customers and
sales are coming easily, you are out of spring and into autumn, focusing on servicing your
customers well. If your customers are happy and your staff settled, you are out of autumn and into
winter, 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 too
long, by which time the seasons have changed and their winning formula has become a losing
formula. Another error is when they put the wrong people into the wrong position, basing the
choice 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 leading
your enterprise or projects.
“Talent wins games,
but teamwork and intelligence wins championships.”
- Michael Jordan
Your flow comes from following your natural path. Your team momentum comes from each team
member following their natural path. Each frequency and each profile has a different role within
the team where they can be most effective. Often the best team selection is not the person who
can 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

26. 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 the
result. Of course, when others are not set up to operate in their flow, it is only a matter of time
before you are pulled out of your flow as well.
Page 26

27. WEALTH
DYNAMICS
Profiles in Hist or y and Cult ur e
You will find the eight profiles throughout history. The characters we relate to in stories and films
are often the extreme expression of the profiles, and we immediately recognise and connect with
them when we see them. Many of the most successful feature films and TV series work because
they throw a series of different characters together, and all the drama and comedy comes from
the way they interact with each other. Here are three well known examples of a mix of characters
who depend on each other despite their differences.
Friends
TVs longest running sitcom is based on six friends
who each have a different character. Each has habits,
faults, quirks and qualities based on their Talent
Profile. Laughing at Friends is like laughing at parts of
ourselves and people we know:
Joey – Star (outrageously outgoing); Phoebe –
Supporter (bubbly and fun); Chandler – Deal Maker
(overly sensitive); Rachel – Trader (nurturing and
sensory); Ross – Accumulator (worried about
everything); 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 – Mechanic
Winnie the Pooh
Cartoons also adopt the Talent profiles to bring the
characters to life. A.A. Milne’s Winnie the Pooh has all
eight characters to bring about the interactions in the
100 acre wood. Like Friends, you don’t need to change
the 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

28. WEALTH
DYNAMICS
Origins of Talent Dy namics
W 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-Ching
Wealth Dynamics – a unique personality made its way to the West when Richard
profiling system for entrepreneurs and Wilhelm translated it and brought it to Carl
leaders, which is currently used around the Jung in 1919, who had it published.
world.
Jung was so taken with the I-Ching that he
W 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 on
Created by Roger James Hamilton, Wealth ‘Synchronicity’ and the ‘Collective
Dynamics has been used by over 40,000 Unconscious’. Jung pioneered psychometric
entrepreneurs around the world. You will find testing in the West, and all the personality
similar elements within Wealth Dynamics and tests you are asked to do in any job
popular psychometric tests, as they all have a applications come from these roots.
common modern origin in Carl Jung work on
archetypes. Wealth Dynamics is different in Th e n a tur a l l a n g u a g e of flow
that it provides an intuitive structure, practical
strategies, modern role models and a link If you choose to delve deeper into Roger’s
back to the roots of profiling 5,000 years work on Wealth Dynamics and the corporate
ago. version, Talent Dynamics, you will find that he
has identified these roots from Chinese
Th e hi s tory of pe r son ality profiling philosophy as the natural language of flow
used by the great masters, scientist and
Wealth Dynamics is based on a long history philosophers during Alexandrian times, the
of tradition and scientific research. It comes Renaissance and the Enlightenment.
from a 5,000 year-old Chinese system of
thinking 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

29. 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 another
profile, then focus at that game instead. The most important thing is that you choose one game
and stick to it. Those who keep switching games will always be uncertain which game to commit
to, 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 for
winning the game. When you know what you aren’t so good at, you can still take responsibility for
those 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 in
rivers than most other places. You can step into your flow regardless of the reaction of those
around 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 skier
commits for the long term to be a great skier, and starts at the level that does not result in a wipe
out 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 at
now 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 be
Clarke Kent to earn a living before jumping into his spandex pants and saving the world. Roger
runs regular events and coaching sessions to work with entrepreneurs who are making the transition
to 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 community
at 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’ is
a world in which each of us are increasing our power to both create and contribute wealth. As he
says “You can’t help the poor by being poor.” You will find within XL Nation and Roger’s network
many changemakers who have used their mastery of flow to become social entrepreneurs and
make a bigger difference towards the causes they are passionate about. We invite you to do the
same!
Page 29

30. WEALTH
DYNAMICS
TOP 10 Ste ps
Thank 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

31. WEALTH
DYNAMICS
U seful Links
Connect with the Wealth Dynamics Community
You can follow all the latest developments with Wealth Dynamics and World Wide Wealth by
visiting 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

32. 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