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The Dynamiqe Entrepreneurial Profiling Tool

Dynamiqe creates a profile of your current entrepreneurial role, and how you would like that to develop in the future. It links directly into the Development Advisor (paywall), which helps you identify specific attributes to work on.

Repeat it, share it, discuss it.

This free trial version will provide a one-off access to the Questionnaire and a “snap-shot” image of your Dynamiqe profile.

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  • Your own 12-14 page diagnostic report
  • Fully downloadable
  • Personal Dashboard 
  • Unlimited 3-month access
  • Tuition videos
  • Shareable buttons

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The questionnaire asks you to compare the Actual role you have today with the Target role that you want to aim towards in future It identifies the attributes that you need to build, sustain or reduce in order close that gap
It does this by focusing on your underlying
• Mindset
• Social preferences
• Work-style
Move the slider towards there attribute that seems closest to where you are now (“Actual), and then where you want to be in future (“Target”). Consider how this might need to change in future, depending on the needs of your venture and your own personal development.

You are encouraged to add comments under each question, to help you think about and critically reflect on your entrepreneurial journey.
What will I receive at the end?
• You will be able to view your results in a “spider-diagram”
• You will get instant access to a 12-14 page report
• You can view this on screen or download it as a PDF.
• You can also view all your Dynamiqe reports in your personal Dashboard.
• From there, you can also access support, further resources and e-learning modules (which may require an upgrade). Please note that Dynamiqe™ is not an assessment, nor a test. It is designed as a learning support tool to help you develop as an entrepreneur. The results are entirely confidential and will not be reported to anyone else.

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  1. The individual information you provide in this Questionnaire will not be passed on or sold to any third party or organization
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As a participant, you undertake the following:

  1. To acknowledge that the information provided on this site is for general guidance only and does not constitute any financial, personal, marital or legal advice, or any other legal or financial expertise, whatsoever; and any decisions you might take as a result of being in any way influenced by this information is entirely at your own discretion.
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Back Next

Simply move the slider from one side to the other in order to indicate the Value that is most important to you.

Consider how this might need to change in future, depending on the needs of your venture and your own personal development.

Question-Slider-Sample-.001-e1442474721911Here is a simple example.

To find out more about this example and access more general instructions on Dynamiqe,  click below



Find out more

Understanding Thematic Differences

Here is more about the example:

It is not illogical to support two different teams, but it is unlikely. Even if you don’t support either team, there are certain moments – like a cup final – where you just have to choose one or the other!

Rather like changing your mindset and behaviours, supporting a different team is challenging. Like football, entrepreneurship tends to generate strong passions either way.

Using the Questionnaire

In this Questionnaire, you will be asked to compare a pair of words that best describe your profile as an entrepreneur, now and in the future.

Each word is indicative of a different entrepreneurial profiles and suggests a different pattern or emphasis in mindset or behaviour. These words are not logical opposites. In theory they might both be true. However, they are thematic differences, or contrasting values, which are often hard to reconcile in practice. .

Try to identify and differentiate what is important to you as an entrepreneur.What is distinct about you?

If you continuously click in the middle, as your profile will be become “neutral” and will be very hard to interpret. The chart that results might look as if you’re good at everything and there is nothing you need to change!

These will be choices that you make. So be honest with yourself!

Think about evidence. Recollect recent events of key moments:

  • What do you really do when things get tough and you have to choose?
  • What impact do you really have?
  • What have others told you (or not told you)?

Think about the challenges ahead:

  • How will you need to change as you meet new and different situations?

If you are not sure, ask for feedback from trusted colleagues or a mentor who can give you an honest perspective.

Remember, the more real you are with yourself, the more valuable Dynamiqe will be for you.



Back Next

Tell us about how you look upon the world. What motivates you as an entrepreneur? What do you value? What makes you want to become an entrepreneur in the first place? Research has shown that this has a significant influence on decisions and action you take.

Question 1 Help

As an entrepreneur, are you living by a sustainable set of values; or driving to achieve growth, whatever it takes?

The commitment by an entrepreneur to living by a holistic set of beliefs and principles as a basis for sustainable decision-making in their venture; compared to being committed to growth, which is pursued relentlessly and to which other values are either subordinated or discarded.

  • Living your values
  • Not Sure?
  • Driving for growth

Question 2 Help

Is the way you lead your venture an expression of your own culture; or do you take whatever actions are necessary in the circumstances?

Pragmatism is the readiness to orient and act in the required manner and in a specific context, in order to pursue an opportunity or solve a problem at hand, according to the maxim of “whatever works” and be ready to move on and learn from experience.

Cultural means that the identity, values, and shared beliefs shaped by your early upbringing and development determine your approach to the venture, often prompting an automatic or default approach in high pressure situations.

  • Pragmatic
  • Not Sure?
  • Cultural

Question 3 Help

Is being an entrepreneur a lifestyle choice for you; or is your venture a vehicle to pursue a specific opportunity?

To many, entrepreneurship is a lifestyle choice and reflects an underlying desire to work in a freer and more empowered way, without the constraints of having a boss, a hierarchy, and a “9-5” existence; or pursuing a specific opportunity with a defined goal or objective, typically with a concrete reward in mind.

  • A lifestyle choice
  • Not Sure?
  • Goal-oriented

Question 4 Help

Are you motivated by the freedom to act; or are you striving to build something of lasting significance in the world?

Freedom to act means having a mindset that is actively searching for new concepts and powerful ideas, allowing for the opportunity to pivot in different directions and explore new fields of activity.

Alternatively, you might be ready to take on the challenge of making a real difference to the world, by solving complex challenges that require willpower, tenacity, and a wide mobilisation of people and resources.

  • Freedom to act
  • Not Sure?
  • Change the world

Question 5 Help

Are you seeking to make a disruptive impact; or an opportunity to create an enduring asset?

Like many entrepreneurs, you might seek the excitement of disrupting an established market or activity, offering radically new ways of doing things.

By contrast, you may place your central emphasis on delivering tangible benefits in the future (wealth, brand reputation, equity, etc), by building something of enduring value that has your name on it.

  • Disruptive impact
  • Not Sure?
  • Enduring ownership

Question 6 Help

Do you prefer to work with people you trust; or with people who get results?

Entrepreneurs who prefer to work with people they trust specifically prioritise loyalty, commitment, and grit over high performing stars and buying in specific skills off the market, taking a long-term view, learning from mistakes, and investing in trusted people over time.

By contrast, entrepreneurs and startup founders know that often, if their venture is to survive, they have to set high standards and attract the very best talent, with full awareness that lean ventures can’t afford to make too many allowances for people.

  • People I trust
  • Not Sure?
  • People who get results

Question 7 Help

Do you have a realistic awareness of your own limitations; or are you motivated by a belief that you can achieve great things?

Are you aware of your limits, in terms of skills, mental energy, levels of stress, amount of experience, etc, and consequently you are able to make realistic plans and deliver on your commitments?

Alternatively, do you believe that your success is determined by the clarity of your vision, the strength of your willpower and the degree of your inner capabilities?

  • Self-awareness
  • Not Sure?
  • Self-belief

Social Preferences

Back Next

Think about how you like to relate to people, and what aspects of this will you want to focus more on in the future.

Question 8 Help

Do you want to go it alone; or be part of a winning team?

Many entrepreneurs have a desire to be their own boss, to blaze their own trail, and enjoy the independence and the creative freedom this provides, rather than having to divert energy towards building and sustaining a team and handling the human interactions that this inevitably involves.

By contrast, the satisfaction of belonging to a team can be a key driver for entrepreneurs, often spurred on by the collegiality that arises from working with trusted friends and colleagues from a community of practice, organisation or professional network.

  • Be your own boss
  • Not Sure?
  • Part of a winning team

Question 9 Help

Are you someone who makes up your own mind; or do you take the time to create a shared purpose with others?

Single-minded entrepreneurs literally “go for it"! They have a clear goal or outcome they are striving towards and expect (sometimes assume) that others are similarly committed to this goal.

By contrast, many entrepreneurial ventures emerge not from a single bright idea of one person, but from the creative interaction among purposeful individuals who are motivated to change some aspect of society they all care deeply about.

  • Single-minded
  • Not Sure?
  • Shared purpose

Question 10 Help

Do you want to be free to make your own decisions; or include others in making a joint decision?

The decisive entrepreneur wants to be empowered as the key decision maker in a clear chain of command, being able to shape the enterprise according to their own values and goal-system, without having to consult or align with others.

By contrast, inclusive entrepreneurs actively seek and encourage a wide range of perspectives and then incorporate these views into final decision.

  • Decisive
  • Not Sure?
  • Inclusive

Question 11 Help

Do you always want to come out on top; or do you try to create a win-win with others?

Competitive entrepreneurs love the sport of entrepreneurship, the thrill of the chase, and the sense of achievement in winning.

By contrast, more collaboratively minded entrepreneurs know how to negotiate deals and create enduring partnerships that work for everyone because all the parties have some “skin in the game”.

  • Competitive
  • Not Sure?
  • Create win-win

Question 12 Help

Are you quick and agile in response to events; or do you take the time needed to delegate and coach others?

Agility is the essential quality the entrepreneur has to move with both speed and skill towards a purposeful goal, whilst maintaining acute awareness of what is going around them.

Delegation is a planned transfer of accountabilities (not just tasks) from a leader to other members of the team or venture, in the belief that those actually doing a job are often better placed to make the right tactical decisions. This approach takes time however, and often needs coaching and follow up to work effectively.

  • Agility
  • Not Sure?
  • Delegation

Question 13 Help

Do you act intuitively, based on your own gut feeling; or, do you act rationally after listening to a wide range of views?

Relying on a gut feeling is the pragmatic choice for many entrepreneurs who recognise that a simple judgment is needed, in situations where it will be impossible to pursue a scientific method to solve a problem.

By contrast, the listening leader pays careful attention to what is being said, encourages openness and the expression of alternative viewpoints, and decides after weighing differing perspectives.

  • Gut feel
  • Not Sure?
  • Listening

Question 14 Help

Are you the leader of your venture; or are you a key contributor?

Entrepreneurial leaders often step up and make themselves accountable, setting out a clear vision of where the venture is going in the future and mobilising committed people around them to realise that vision.

By contrast, many entrepreneurs play a key role in the venture by contributing vital skills and expertise, but not necessarily in a defined leadership role.

  • I am the leader
  • Not Sure?
  • I am a key contributor

Work Preferences

Back Next

Think about the way you work. How do you like to get things done? Where do you focus your energy? Which tasks do you enjoy and come naturally, and what do you have to force yourself to do?

Question 15 Help

Are you striving towards a compelling vision of the future; or are you alert to emerging opportunities?

Entrepreneurs must create something out of nothing and to do this they often must have a compelling, 3D vision about what they are striving towards. It is this that enables them to describe clearly to others what they see and attract people to support their venture. It is their readiness to act on this vision that is the key.

By contrast, the opportunist is someone with their nose to the ground, quick to sniff out emerging trends and subtle shifts in market demand which open up new previously unseen market gaps, into which they move quickly to satisfy the needs of the customer.

  • Visionary
  • Not Sure?
  • Opportunist

Question 16 Help

Do you work methodically according to a detailed plan; or do you rely on responding flexibly to rapid changes?

The methodical entrepreneur seeks to build their business by taking a rational step-by-step approach, using well proven and researched methods and techniques, rather than intuitive leaps of imagination.

By contrast, flexible entrepreneurs keep their options open and can be persuaded to alter course, based on the influence of others. They flow along the path of least resistance, nimbly finding ways around obstacles. They often prefer to take incremental steps along the way, rather than bold irreversible decisions.

  • Methodical
  • Not Sure?
  • Flexible

Question 17 Help

Do you use in-depth market research data to design products; or do you experiment using trial and error with customers?

Entrepreneurs using a data-driven method will rely mainly on statistical analysis of market opportunities, product feedback, and consumer behaviour, focusing time and resources on projects that have a high probability of success, as defined by user acceptance.

By contrast, experimental approaches are often associated with launching products that anticipate consumer demand, rather than following it. Experimental entrepreneurs show curiosity about what alternative options might look like; playing with each option, pulling things apart, putting them back together again, testing them, trying things on, trying things out with new audiences, all the while noticing the reactions of others and sensing the best options available. The key is insights derived from observing human behaviour rather than statistical data.

  • Data-driven
  • Not Sure?
  • Experimental

Question 18 Help

Do you weigh up the risks of each option before deciding; or are you ready to risk moving ahead into the unknown?

Cautious entrepreneurs are well aware that most businesses fail, and many others languish with low incomes and continued under-performance. Cautious entrepreneurs therefore build meticulous plans based on lean startup methods, economic and consumer data, and validated user testing, to ensure they avoid overcommitting their own and other people's resources into unproven ventures.

By contrast, risk-takers thrive on the fact that outcomes can never be known and by being first into a market, you can often make your own reality. They know that by taking big risks, they can also win big.

  • Cautious
  • Not Sure?
  • Risk-taking

Question 19 Help

Are you building your venture according to a structured economic plan; or are you growing by responding flexibly to market opportunities?

Having a sound economic proposition requires entrepreneurs to have discovered real underlying market needs, and to have found a way to satisfy these needs in a sustainable, competitive way. In short, economic entrepreneurs have a high probability that they are going to make money from their venture now and in the future, enabling them to offer attractive protects to investors.

By contrast, responsive entrepreneurs rely on spotting small, rapid shifts in the market and their ability to quickly adapt to this shifting market demand.

  • Economic
  • Not Sure?
  • Responsive

Question 20 Help

Are you focused on profit, careful to ensure you are on a sound financial base; or are you investing in a long-term opportunity with an uncertain outcome?

Profit-oriented entrepreneurs focus on the concrete financial metrics that are vital for the venture’s survival in both the short and the long term; paying close attention to pricing models, operating expenses, cashflow, and debt costs.

In contrast, investment-oriented entrepreneurs attract funding to a venture early on with a view to creating a high growth, high value business, based on long term competitive differentiation, with less attention to short term financials.

  • Profit oriented
  • Not Sure?
  • Investment oriented

Question 21 Help

Are you careful to protect your intellectual property as a key asset; or, are you openly sharing your knowhow with others, in order to grow the overall size of the opportunity?

Using intellectual property protection is often the “textbook” approach to building a startup, using various means to limit the risk of others copying or misusing your inventions, products, or creative works, therefore enhancing the asset value of your venture to potential investors.

By contrast, entrepreneurs open to co-creating opportunities as part of an eco-system can benefit from viral and network effects and become widely associated with the origination of an innovative concept, that might in all likelihood be hard to protect through traditional intellectual property rights protection (IPR).

  • Protective
  • Not Sure?
  • Open

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