Allan McGregor's Solo Report - CharacterScope · "The are great at spotting the potential in situations and hae the netÜork of contacts, personal resourcefulness and determination

Character ScopeSoloAllan McGregor Servant-Entrepreneurial

3 April 2019

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7 things to know about Character & Leadership

You might not think of yourself as a leader, but everyone leads at differentpoints in their lives (even if only in small ways): CharacterScope will help youunderstand your strengths, and so be clearer about your leadership impact.

The secret to personal development is to choose wisely what you commit todevelop: You can be anything you choose, but can’t be everything.

People follow people: others will follow you because of who you are ratherthan what you know or are good at doing.

Building on your strengths is often a more effective route to development thantrying to cover off your gaps.

A gap becomes a liability if you are not good at spotting and valuing otherswhose natural strengths can provide cover for your gaps.

It takes hours of focused development to build or change habits: 20 minutes aday for 3 months of thinking, reading, observing, doing, reviewing,experimenting, getting feedback: the CharacterScope App will be yourpractical guide to change and personal growth.

Humans are creatures of habit and easily lose sight of what they are trying tochange. CharacterScope can help you keep focused on becoming your bestself.

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CharacterScope Solo - Allan McGregor - Servant-Entrepreneurial

Summary: Your Leader typesBased on your self-review, CharacterScope has created this head summarising how yourstrengths map into the 9 Leader types.

The head is unique to you.

The circles represent each of the 9 Leader types and the numbers shown as you moveor tap over each circle give you your ‘fit-to-profile’ – meaning how closely your patternof strengths fit with each particular Leader type.

Your strengths map you as Servant-Entrepreneurial

The Servant part of your profile suggests you will be the kind of person who is good atgetting their own ego out of the way and focusing instead on the team and peoplearound you. You’re likely to pull people together around shared goals, recognise andplay to people’s strengths and support the team to perform strongly. Others may seeyou as personifying the team, coming to embody its core values and identity. And theEntrepreneur in your profile suggests you will be the kind of person who enjoysspotting opportunities that others might miss and then wants to be active in doingsomething to capture this value. You're likely to have the network of contacts combinedwith personal resourcefulness to follow through and turn possibilities into reality.

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Fit-to-profile resultsThis page presents the results from your personal Leader types head in graphicalformat. Use it to explore in more detail what each of the Leader types can contribute toa team. Click on the bar for Leader type to see a fuller description.

Innovator

Entrepreneurial

Executional

Practical

Strategist

Servant

Transformational

Charismatic

Professional

verystrong

strongmoderatelow

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Allan's best-fit Leader type

The Character of the Servant leaderThe Servant leader gets their own ego out of the way and focuses on the team and

organisation around them. They pull people together around shared goals, recogniseand play to people’s strengths and inspire teams to perform strongly. Many come to

personify the team, to embody its core values and identity.

the Servant leader"The brave man is not he who does not feel afraid, but

he who conquers that fear"

Nelson Mandela - Statesman, South Africa

Winston Churchill, Politician Hugh Jackman, ActorSam Walton, Walmart Queen Elizabeth II, RoyalSteven Gerrard, Footballer Doreen Lawrence, Racial equality

campaigner

At their bestTalisman of the teamHolder of the valuesThe responsible oneThe last to remain after others fallor fail

Dark sideInvisibleLone voice (after others have gone)Inflexible

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Allan's second-fit Leader type

The Character of the Entrepreneurial leaderThey are great at spotting the potential in situations and have the network of contacts,personal resourcefulness and determination to follow through and turn possibilities into

reality.

the Entrepreneurial leader"It was so hard to get a record deal on my own that it

was either give up or create my own company."

Jay Z - Music, recording, clothing, sports agency

Michael Bloomberg, Bloomberg L.P. Richard Branson, Virgin GroupJay-Z, Rapper and Businessman Estée Lauder, CosmeticsSean Parker, Spotify Jamie Oliver, TV Chef and CampaignerTed Turner, Media Mogul andPhilanthropist

At their bestWealth-creatorConnectorSpots value others missSelf-beliefAction-orientedNegotiator

Dark sideWon't be managedSelf-centredMoney-focused

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Summary: Your Strengths & Gaps

StrengthsBased on your strength-mapping, CharacterScope picks out these as your top 5Strengths

Curiosity:Desire to explore, discover and grow; finds all subjects fascinating

Open-minded:Open to other’s new and different ideas; updates opinions in the light of new evidenceor experience

Humility:Willingness to see self accurately, including both strengths and weaknesses

Simplifies:Simplifies complex information (financial, numerical, verbal)

Optimises:Keeps things at the optimal level of simplicity required for efficiency and effectiveness

GapsBased on your strength-mapping, CharacterScope picks out these as your 5 potentialGaps

Quick mind:Rapidly grasps complex new information

Prudence:Thoughtful, careful about choices, acts in a far-sighted way

Judgement:Quality of analytical judgement

Perspective:Organisation and system-wide perspective

Thinks ahead:Thinks ahead and sees implications and dependencies

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Strength-mappingThe list below shows Allan's strengths as rated by Allan:

More characteristic & easier to develop

CuriosityOpen-minded

HumilitySimplifiesOptimises

ZestOptimism

Self-awarenessOther awareness

OwnershipCreates solutions

AchievableConsistency

FairnessSelf-regulation

Self-beliefSees opportunities

Manages expectationsOriginalityInfluential

ConnectsGrip

Risk-takingBravery

InsightfulAppetite

Handles conflictResilience

PerseveranceThinks aheadPerspectiveJudgementPrudence

Quick mind

Less characteristic & harder to develop

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The Strengths you bring to othersHere’s what your colleagues are likely to notice and value in your key strengths:

CuriosityYou will be seen as someone who, no matter what you are doing, will find something that deeply interests you.Who actively seeks out new and different situations and experiences, who enjoys what's new. And you will beseen as questioning, wanting to understand why things are as they are, wanting to understand others' ideas andsolutions. At your best you are someone who will ask good and challenging questions, but out of a spirit oftrying to understand rather than trying to catch others out or challenge their views.

Open-mindedYou will be seen as someone open to ideas and experiences, someone who is prepared to thoroughly explorethe opinions and experiences of others before you take a stance or reach a conclusion. More than this, you willbe prepared to challenge and change your own beliefs and views in response to new evidence; in fact you mayeven actively seek out disconfirming evidence for your own existing beliefs. Colleagues are likely to value youas an even-handed person, someone prepared to weigh up both sides of an argument before taking a stance.

HumilityHumility is less about being humble than about presenting yourself as no better and no worse than you are:being open about your failings yet assertive about your strengths. You will be seen as someone who knowstheir limitations, what you can and cannot deliver on, and who doesn’t pretend to have knowledge or tounderstand when you don’t. You’ll be willing to ask naïve questions. You may be seen as a gracious person,someone others find easy to be around, with little sense that you are critical or dismissive of others. People willfind it easy to give you feedback or offer coaching advice.

SimplifiesColleagues will value your ability to grasp complex issues and then distil complexity down to the core issues.They will see you as good at summarising and highlighting themes within a discussion and value your capacityto be concise. You are likely to spot relationships in information that other people miss and will see parallelsbetween one situation and another. You may find that you can communicate best in metaphors and images oryou may be more visually minded and simplify by drawing schematics and diagrams that simplify andcommunicate.

OptimisesOptimises is about stripping away unnecessary options so that implementation can happen efficiently, or sothings can run with minimal maintenance. Colleagues will see you as someone who can get things to run quicklyand efficiently, and that you create solutions that are easily understood and implemented. They will see you asopen to feedback about how things work in practice, open to identifying ways things can be improved. You’realso likely to enjoy fine-tuning, seeking to make things as simple as possible yet still achieve the intendedresult.

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How your Bridgeable Gaps might impact othersHere’s what your colleagues might notice from your gaps

Quick mindHaving a Quick mind is about being able to absorb and make sense of lots of data quickly and not be thrownby complexity. Your own preference is likely to be that you want to take your time when you are facingsomething new and complex. As a consequence, when those around you are facing a complex issue, you mayfind yourself following rather than leading the discussion. Colleagues may feel that you take things too much atface value and don’t probe for contradictions and faulty reasoning.

PrudenceColleagues may feel that you focus too much on short-term wins and don’t anticipate the consequences of youractions and decisions. Prudence is about being far-sighted, thinking into the future, anticipating how decisionswill play out. You may be seen as someone who rushes into the obvious choice without really considering otheroptions, or putting into place contingency plans should the worst happen. At times you may lose track of yourinner ‘moral compass’, being guided more by the opportunity than what is right.

JudgementJudgement is about knowing what problems need to be solved, how to approach the problem, and whetherproposed solutions are likely to create a good outcome. Colleagues may feel that you get too immersed in thepracticalities of problems, or that you have something of a ‘one-size fits all’ approach, often turning to the sameapproach or solutions. Or it may simply be that they feel you do not care particularly about the quality ofanalysis, and are much more focused on implementation and action.

PerspectivePerspective is about being tuned into the broader context in which you live and work. Colleagues may feel thatyour own focus is narrower, perhaps on the technicalities and practicalities of bringing a project to life, ratherthan on the impact it will have on others’ work and lives. They may see you as reluctant to seek advice andfeedback from others. And you may see disagreement or push-back from others as a sign to give up rather thanas an opportunity to understand and shape their views.

Thinks aheadColleagues may value you for your focus on the immediate task or problem at hand, yet also feel that you arepotentially missing key implications for the future. That you do not inform today’s thinking with enough of afuture perspective, or that you don’t focus enough on how your actions and decisions are connected into theirsand their future goals. As a consequence you may find yourself surprised at times at the way events or projectsturn out, that you failed to anticipate things that with hindsight seem obvious.

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The 9 Leader types

Miles Davis

the Innovator"They are willing to think the unthinkable, makeconnections others miss, good at anticipating how theworld may change and are willing to make bold, game-changing decisions, even at the risk of failure or seemingfoolish."

At their bestVisionaryRestless creatorOriginal thinkerFollows convictionsBoldWilling to risk failure

Dark sideDisconnected from realityLone visionaryMan out of timeMad scientist

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Jay Z

the Entrepreneurial leader"They are great at spotting the potential in situationsand have the network of contacts, personalresourcefulness and determination to follow through andturn possibilities into reality."

At their bestWealth-creatorConnectorSpots value others missSelf-beliefAction-orientedNegotiator

Dark sideWon't be managedSelf-centredMoney-focused

Sheryl Sandberg

the Executional leader"The Executional leader is focused and driven to achievegreat results. They will work tirelessly on a challengingtask until it is completed, galvanising and driving theefforts of others, often with little or no regard forrelationships or workplace politics."

At their best'Make it happen'Tough-minded executive'The Leader'Battle warriorUnstoppable forceChallenging

Dark sideDictator'Ready, fire, aim!''Win at all costs'

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Warren Buffet

the Practical leader"They are great at translating strategy into practicalresults, with a strong feel for what will work in the realworld. They balance the short-term with the long-term,bringing a sustained focus on improving the quality,reliability and effectiveness of whatever they areleading."

At their best'Make it work and do what works'DeliversConsistentFairKnows limitationsDutiful

Dark sideResistant to changeBlocks creativityLacks inspiration

Christine Lagarde

the Strategist"They provide strategic clarity to people andorganisations. They are valued for their judgement, theirwisdom about what is going on and their insight aboutwhat needs to happen to move a difficult task forward,unstick a relationship, or handle a tricky peoplesituation."

At their bestGuideJudgeField marshalVoice of reasonIndependent-mindedFar-sightedMake links from past to future

Dark sideOver-analyticalSkepticLacking empathy

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Nelson Mandela

the Servant leader"The Servant leader gets their own ego out of the wayand focuses on the team and organisation around them.They pull people together around shared goals,recognise and play to people’s strengths and inspireteams to perform strongly. Many come to personify theteam, to embody its core values and identity."

At their bestTalisman of the teamHolder of the valuesThe responsible oneThe last to remain after others fallor fail

Dark sideInvisibleLone voice (after others have gone)Inflexible

Steve Jobs

the Transformational leader"They are great at leading people and organisationsthrough change. Some deliver change in processes,products and structures, but the best are just as good atchanging beliefs, mind-sets and culture."

At their bestProphetDo what others see as unthinkableResilientPositiveValues-driven

Dark sideAnarchistRevolutionaryCharging after lost causes

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Michelle Obama

the Charismatic leader"They seem to pull people towards them – who aredrawn by their inner convictions and vision. The bestcreate inspiration, energy and change for people,generating a sense of possibilities and potential."

At their bestBrings visions vividly to lifePeople-gathererInspirerStory-tellerCreates aspirational goal

Dark sideNarcissistSun-GodManipulator

Angela Merkel

the Professional"Professionals are known for their commitment tomastery of their chosen subjects and their determinationto deliver on whatever personal commitments they make.They work with great energy, drive and focus in theservice of others."

At their bestBe preparedWork hardLook after your clientDo your dutySelf-disciplinedEmotionally even-keeled

Dark sideImpersonalLacking humour'Know-it-all'

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Building your strengths, bridging your gapsCharacterScope is about insight and action.

So far your journey with CharacterScope has focused on building your insight. You willbe most successful in your development if you start from the position of knowingyourself really well. Your self-review and this Solo report are the first steps to this.

The next step is to find out how others see you.

Session 3 will guide you to turn to those around you (colleagues, friends, family,partners) and invite them to give you their points of view on you and and yourstrengths.

Session 4 will present these views back to you in your Viewpoints report.

At that point you will have a really rich and detailed understanding of yourself and theimpact you have on others.

You’ll then be in a position to move from insight into action, building on your strengthsand bridging your gaps.

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Documents

Allan McGregor's Solo Report - CharacterScope · "The are great at spotting the potential in situations and hae the netÜork of contacts, personal resourcefulness and determination