RTC Group Sample Report by Psychological Consultancy Limited

Group Report

PCL | 8 Mount Ephraim | Tunbridge Wells Kent | TN4 8AS www.psychological-consultancy.com

ABC Ltd

Introduction

Page 3

Understanding this report

Part 1: Group Profile

Page 6

Interpretive Group Description A Group Risk Profile B Group Risk Influence C Centre of Gravity D Group Risk Tolerance E Development Plan

Part 2: Resource Materials A Socio Metric Implications B Individual Profiles C Risk Type Strengths and Weaknesses

Page 15

Introduction

Understanding this Report

Risk Type Compass® Group Report

This Risk Type Compass® report has been designed to explore the group’s predisposition to risk and their capacity to manage the risks involved in their work role. Two key factors determine a person’s

approach to risk. Firstly, there are aspects of their natural temperament that will establish their general

reaction to any kind of risk or uncertainty (Risk Type). Secondly, an individual’s experience and personal

circumstances can influence a person’s attitude towards different types of risk (Risk Attitude). These two

factors have been explored through completion of the Risk Type Compass® questionnaire and everything that follows in this report is based on the group’s responses to those questions. The Risk Type Compass® Group Report contributes to our understanding of: »» the diversity amongst individual Risk Types »» the degree to which team members are like-minded »» the distribution of individuals over the spectrum of Risk Types »» the overall ‘weight’ of Risk Type influence on group dynamics »» the degree of alignment between risk orientation and group objectives »» the potential for interpersonal misunderstanding within the group This report also includes further analysis of the group dynamic from each group member’s perspective (Part 2B - Individual Profiles). The report includes more detailed information about the likely influence

of personality characteristics on the group’s attitude to risk. Details of potentially positive and negative influences are provided for each of the Risk Types evident in this group (Part 2C - Risk Type Strengths and Weaknesses).

This report is based on Risk Type personality profiling only and does not draw from information about the specific roles of those included in the assessment. The resource material described above is intended

to facilitate further group development activities designed to explore these results in the context of the function and seniorty of this group.

Introduction

Understanding this Report

Risk Type

This Risk Type Compass® assessment places the individuals of the group into one of eight Risk Types. Their Risk Type reflects their temperament and natural disposition with regard to risk – to what extent

they are, for example, naturally adventurous and optimistic as opposed to being cautious and anxious

about uncertainty, or to what extent they plan things carefully or act on impulse. Temperament is deeply

rooted and will influence how much risk the group is willing to take, how much uncertainty they can cope with and how they react when things go wrong. As with all personality measures, there are potential advantages and disadvantages associated with each Risk Type.

Risk Attitude

As a result of personal experience and their circumstances, the group’s Risk Attitude may vary somewhat from situation to situation. For example, previous experience with sports might influence their willingness to take recreational risk, as would their age and general health. To give you a feel for the way that the

group’s capacity to deal with different kinds of risk has developed, this report highlights the variability in their Risk Attitude across five important areas of risk-taking.

Risk Tolerance

Taken together, consideration of the group’s Risk Type and Risk Attitude will guide you to a better

understanding of their current Risk Tolerance and allow you to take this into account when discussing

work place issues. The key to effective use of this report is to appreciate that Risk Type is an aspect of

temperament, deeply rooted and stable over time, while Risk Attitude will fluctuate as a consequence of

experience and personal circumstances. This Risk Type Compass® report will give you the opportunity to

review these issues thoroughly and to make informed decisions about the group’s suitability for particular roles.

Introduction

Understanding this Report

Risk Type Definitions Spontaneous: This Risk Type is impulsive and attracted to risk but distressed if things go wrong. They

are emotional and react strongly to disappointment. They may enjoy the spontaneity of making unplanned decisions but, not being well organised, they may not gather enough information to make good decisions. Intense: This Risk Type is anxious about risk and uncertainty. Their self-doubts lead them to expect the

worst. Their decisions and commitments are invested with emotion; they feel things strongly and take failures personally. Their mood can vary between todayâ&#x20AC;&#x2122;s enthusiastic endorsements to tomorrowâ&#x20AC;&#x2122;s critical rejection. Wary: Combining self-discipline and anxiety about risk, these well organised people put security high on the agenda. Pessimistic and alert to the risk of an investment before appreciating potential benefits, they fear that, however well it worked for others, something may go wrong for them. Prudent: This Risk Type is organised, systematic, and conforming. Conservative and conventional, they

prefer continuity to variety, like operating within familiar procedures and prefer change to be gradual and evolutionary. Generally cautious about new ventures, they find reassurance in sticking to what they know. Deliberate: This Risk Type is calm, self-confident, cautious and experience little anxiety. Any lack of risk

awareness is balanced by a desire to do things in a planned and systematic way. Being highly organised, compliant and usually fully informed, they are unlikely to walk into anything unprepared. Composed: This Risk Type is composed and self-confident. Cool-headed, calm and unemotional, their

outlook will always be optimistic and untroubled. These people take everything in their stride, seem quite imperturbable and appear to manage stress very well. Adventurous: This Risk Type is impulsive but fearless. They combine a deeply constitutional calmness with impulsiveness and a disregard for custom, tradition or convention. They are imperturbable and seemingly oblivious to risk. Carefree: This Risk Type is excitement seeking, impulsive and unconventional. They dislike repetitive routines and being told what to do. Exposed to hasty decisions by being impatient, distractible and sometimes reckless, they are not good at detailed preparation and may seem rather vague about their objectives.

Part 1: Group Profile Interpretive Group Description

Introduction to Interpretation

Here we describe the group drawing on the main conclusions of the assessment process. This is a generalised

interpretation intended as a basis for more detailed examination of different possibilities and ‘what if’ scenarios. A process of further analysis will be facilitated by the Resource Material in Part 2 of this report. The group synopsis

below is based on an analysis of the Group Risk Profile, Risk Type Influence in the group and the group’s overall Risk Tolerance.

FORMULATION

The following observations are descriptive rather than prescriptive, identifying main group themes but not their suitability or otherwise for the roles played by the group.

This is a moderately diverse, multi-facetted team, with a balanced outlook towards risk. None of the group are at the

extreme of their Risk Type and the group dynamic is further stabilised by those at the centre of the compass; described as ‘Typical’. Group members tend to balance equally either side of the Intense/ Composed axis of the compass, and

to group towards the Composed end of it. This suggests that they should have a generally positive, ‘can do’ outlook. They are likely to be more aware of the opportunities arising in any situation than to be anxious or inhibited about

exploring fresh options. The group will be characterised by a consensual optimism that should provide the roots for

group harmony and provide a positive and constructive momentum in approaching any challenges. The group should

be resilient in terms of its capacity for coping with change, working under pressure and maintaining its composure when things go wrong.

There is a distinct balance along the Prudent/ Carefree axis of the compass. The group is equally divided between the risk takers and the more risk averse. On the one hand, there are those who will be alert to ambiguity and uncertainty and who are more disposed towards convention and the status quo. This faction will have a preference for following established procedures and, although not necessarily averse to innovation, they will wish to approach things in a

prudent and systematic way. On the other hand, there is a constituency within the group for radical thought and a

readiness to ‘think outside the box’. Together, the combination of these two forces has the potential to provide the ingredients for a measured but creative approach.

The elements of Risk Type unrepresented within this group concern a passionate intensity associated with the Intense

Risk Type, which also influences the Wary and Spontaneous Risk Types. These Risk Types tend to invest emotionally in any mission they commit to and would share a concern about any dramatic or sudden change and a need to approach things in an incremental, step-by-step manner. These can be valuable contributions to the advocacy of any cause but would also tend to restrain any fast moving developments. From the perspective of this group, recognition of these

omissions should be regarded as an indication of its comparatively strong propensity for risk taking and be taken on board as a contribute to group self-awareness.

Part 1: Group Profile Interpretive Group Description

This report considers the group Risk Type Compass profile from four different perspectives to facilitate

consideration of the social dynamics and functioning of this group. The four graphics provided below offer

different ways of interpreting the comprised group data. Each graphic offers a related but unique perspective, which in conjunction with individual Risk Type distribution also considers Risk Type influence, mean group Risk Type (Centre of Gravity) as well as combined Risk Type and Risk Attitude scores (RTi). The following pages explore each of these graphics in detail.

GRAPHIC A: GROUP SCATTERGRAM

GRAPHIC B: RISK TYPE INFLUENCE

E F

B C

A - Barry White

D - Dom Prince

G - Keith Goldberg

B - Jim Ferry

E - Neil Rogers

H - Nate Bridges

C - Ken Kingsley

F - Matt Simmons

I - Nigel Allman

GRAPHIC C: CENTRE OF GRAVITY

VERY STRONG

STRONG

MODERATE

WEAK

VERY WEAK

GRAPHIC D: GROUP RISK TOLERANCE INDEX

Matt Keith Neil

Dom Barry

Nigel Ken Nate Jim

Part 1: Group Profile A - Group Risk Profile

How to Read the Group Scattergram

Analysis here should consider five key areas; convergence, diversity, factions, under representation and dominance:

CONVERGENCE: MODERATE

Convergence is concerned with similarity of Risk Type amongst the participating individuals; the degree

of their dispersal around the Compass and the extent to which group members cluster around a particular segment or Risk Type. Analysis of the Group Risk Profile indicates that there is a moderate amount of

convergence across the Compass, concentrated within five neighbouring Risk Types tending towards the more optimistic and resilient parts of the spectrum. FACTIONS: TWO TYPES

This is concerned with separate and distinctive clusters within the wider dispersal of individuals in

the group. By combining and reinforcing each other they may exert particular influence; establishing

a constituency for a particular set of risk taking behaviours. Opposing views each pulling in their own

direction create a potential for tension (which is not necessarily a bad thing) or conflict (which may be

more problematic). Group transparency and awareness of the root source of those tendencies within Risk Type dispositions helps to avoid misperception and overly personalising those view points.

Within this group, members cluster significantly around the Prudent/Deliberate (three members) and

within the Adventurous Risk Type (two members). These are not opposite Risk Types and none of them are extreme examples of their Risk Type, so any differences in outlook should not be exaggerated. On the one hand, there is a broadly bold and enterprising faction; confident about breaking new ground,

challenging conventions and embracing innovation. On the other hand, there is a more cautious faction; not necessarily afraid of risk but preferring a more systematic approach. Differences between the two

may arise in the scope and novelty of solutions considered and the expected levels of preparation and attention to detail. Recognition and appreciation of such Risk Type differences will help to maintain effective working relationships and to maximise the potential of the diversity within the team. UNDER REPRESENTATION: THREE TYPES

It is also important to consider the absence or under-representation of Risk Type in the profile. The

biggest absence in this group is of individuals who favour caution, wear their hearts on their sleeves and

become emotionally invested in their commitments. This tendency towards being emotional and sensitive is particularly influenced by the Intense, Spontaneous and Wary Types, which are not represented. DOMINANCE: NONE

The degree to which any individual represents their Risk Type differs considerably. Strength of Risk

Type is designated on a scale from ‘very mild’ to ‘very strong’. Stronger Risk Types being more likely to

influence the group culture. Analysis of this Group Risk Profile indicates that influence is widely dispersed around the Composed quadrant of the compass and that no single Risk Type dominates.

Part 1: Group Profile A - Group Risk Profile

GRAPHIC A: GROUP SCATTERGRAM

In this graphic, the marker (•) denotes which of the eight Risk Types best fits each individual’s disposition towards risk. The nearer it is to the outside edge, the more relevant that type description will be for them as they are stronger representations of that Risk Type. Similarly, milder types are more diluted, so it is

important to take type strength into account. The Risk Type Compass® is a continuous spectrum, with each type sharing some characteristics with its neighbours and with facing types being opposites.

E F

B C

A - Barry White

D - Dom Prince

G - Keith Goldberg

B - Jim Ferry

E - Neil Rogers

H - Nate Bridges

C - Ken Kingsley

F - Matt Simmons

I - Nigel Allman

Part 1: Group Profile B - Group Risk Influence

GRAPHIC B: RISK TYPE INFLUENCE

In this graphic, the size of the marker in the segment indicates the degree of influence a Risk Type has over the group dynamic. Both the numbers of each type and the strength of their type rating have been taken into account.

VERY STRONG

STRONG

MODERATE

WEAK

VERY WEAK

RISK-TYPE

INFLUENCE

Adventurous

Moderate

Carefree

Weak

Composed

Weak

Deliberate

Moderate

Spontaneous

None

Intense

None

Wary

None

Prudent

Weak

Typical

Weak

Part 1: Group Profile

C - Centre of Gravity

GRAPHIC C: CENTRE OF GRAVITY

This group is composed of five different Risk Types dispersed within the compass to create a well-defined spectrum of risk taking dispositions. The ‘centre of gravity’ for the group as a whole is defined by the

average of the scores for individuals that comprise the group; the scores that determine the location of each within the compass. This graphic therefore provides another lens through which to consider the likely behaviour and performance of the group.

Of course, there will be other factors to consider in understanding the details of group dynamics (relative

seniority or status and other individual characteristics), but Risk Type will nevertheless be a pervasive and persistent influence. There are both advantages and disadvantages to any Risk Type disposition and the art of team development is to recognise and manage both sides of this equation effectively.

GROUP RISK TYPE: Composed TYPE STRENGTH: Weak

At the root of the Composed Risk Type are high levels of poise, self-belief, optimism and resilience. Being unemotional, the most extreme examples may seem aloof and quite imperturbable. Although others may

be unsettled or close to panic, this type remains steady and patient and shows little sign of anxiety. An

oasis of calm and apparently almost oblivious to risk, they seem self-contained, unreceptive to criticism or restraint and unappreciative of the alarm that others may experience in that situation.

Part 1: Group Profile C - Centre of Gravity

At a more general level, this type will always be relatively untroubled, and more even-tempered than most. They seem to take whatever life throws at them and maintain a positive outlook. Even when things go

wrong, they don’t dwell on regrets, harbour grudges or bear resentments. The Composed Type manages stress well, rides out any turbulence and stays on-task. Not reckless, but not averse to risk either, this type keep its nerve and see things through.

Within a group context these characteristics will be diluted by the diversity of group members. However,

to the extent that these qualities are reflected in group output, appearances or communications, this ‘sum of the group component parts’ may characterize the group to outsiders and would contribute to their reputation in the wider organisation. Risk Awareness

The group will not be overly anxious about taking risk or concerned to resolve all the uncertainties

associated surrounding a task. They will tolerate more ambiguity than most and be able to operate

effectively and quickly before every facet or detail has been resolved. However, they should be very

aware of the organisational challenges implied by any strategy and be able to realise their more creative aspirations through careful planning. Reaction to risk

This group is more risk taking than most and will typically rise to a challenge and welcome the

opportunity to consider a wide variety of possible solutions. This group will be opportunistic in tending

to associate risk with opportunity until proved otherwise, but also well grounded in realising the potential impact on other stake-holders. Decision-making

Unlikely to accept lack of precedent as a reason for inaction, they will not endlessly delay a decision in the hope that absolute and definitive information will emerge to guarantee an outcome. Their ability to combine innovation and careful planning should contribute to the effective management of risk when standard procedures or expectation have failed to deliver.

Part 1: Group Profile D - Group Risk Tolerance

Overall Rating for Risk Tolerance

Risk Tolerance Index (RTi), an estimate of tolerance for risk is based on an individual’s Risk Type, the strength of their Risk Type and their attitudes to different kinds of risk. GRAPHIC D: GROUP RISK TOLERANCE INDEX

The group’s position on the Risk Type Compass® defines the average RTi across all group members, and the extent to which their attitude varies for different types of risk situations defines their Comfort Zone. This, coupled with each individual’s risk tolerance, is represented in the graphic below.

Matt Keith Neil

Nigel

Dom Barry

Ken Nate Jim

The mid-point of the solid bar in this RTi graphic marks the average level of risk tolerance associated with the Risk Type rating for the group. The length of the bar indicates the average variability in Risk Tolerance suggested by differences in Risk Attitude across the five risk domains.

Validity of results

The group’s responses to the items on the Risk Type Compass® Consistency Scale indicate that the profile is valid and interpretable.

Part 1: Group Profile E - Development Plan

Positive Risk Management (PRM)

PRM is an approach which recognises; a) that every individual has a natural and deeply rooted

disposition towards risk; their Risk Type, b) that risk-taking and risk-aversion are complimentary and of

equal value, c) that the appropriate degree of risk-aversion or risk tolerance depends on the task or role concerned, and the working context, and, d) the value of an agenda for awareness and appreciation of

different disposition towards risk at the individual and group levels based on these principles. Adopting a strategy of Positive Risk Management can improve individual, team and organisational effectiveness. SOME OBJECTIVES TO CONSIDER: »» Promoting group self-awareness and an appreciation of where, collectively, the group stands; how this is likely to compare with other collaborating or client groups.

»» Highlighting and appreciating the positive contributions that each Risk Type has to offer. »» Understanding the downside implications of one’s own Risk Type; what one can contribute or take care of, and how other Risk Types might complement and compensate for them.

»» Being willing, in groups that are Risk Type diverse, to acknowledge and respect the integrity of other opinions and appreciate their deeper nature.

»» Developing conflict resolution strategies in diverse groups that take each individual’s unique personality style into account and acknowledge common purpose and objectives.

»» Developing a consciousness of subgroups or factions and being alert to the potentially disruptive effects, distortion of decision-making processes and achievement of consensus.

»» Recognising whether any particular Risk Type is playing too dominant a role in the group and to be mindful of the potential positive and negative implications of this.

»» Developing group self-awareness about gaps and over representation in Risk Type influence and awareness of any systemic bias in procedures and decision-making.

Part 2: Resource Material A - Socio Metric Implications

In this section we present detailed data and information designed to facilitate further exploration and

refinement of the analysis and to assist the group when working through the implications of this report to identify group development objectives.

The graphics below provide a more detailed view of the similarity between each person and the rest of

the group. The graphics highlight each individualâ&#x20AC;&#x2122;s position on the compass in relation to group members who they are most and least similar to in Risk Type, allowing for more detailed understanding of group dynamics.

Group members who are significantly similar in Risk Type are represented as open markers ( ) on the

graphic; group members significantly different in Risk Type are represented as crossed markers ( ); and the individual in question is represented as a red marker ( ).

Barry White Different from:

Similar to:

Ken Kingsley

Matt Simmons

Nigel Allman Dom Prince

Jim Ferry Different from:

Similar to:

Neil Rogers

Ken Kingsley Nate Bridges

Part 2: Resource Material A - Socio Metric Implications Ken Kingsley Different from:

Similar to:

Nigel Allman

Jim Ferry

Matt Simmons

Nate Bridges

Different from:

Similar to:

Nigel Allman

Keith Goldberg

Matt Simmons

Neil Rogers

Different from:

Similar to:

Nigel Allman

Dom Prince

Neil Rogers

Keith Goldberg

Part 2: Resource Material A - Socio Metric Implications Matt Simmons Different from:

Similar to:

Ken Kingsley

Nigel Allman Barry White

Keith Goldberg Different from:

Similar to:

Nigel Allman

Dom Prince

Nate Bridges

Neil Rogers

Different from:

Similar to:

Neil Rogers

Jim Ferry

Keith Goldberg

Ken Kingsley

Nate Bridges

Part 2: Resource Material A - Socio Metric Implications Nigel Allman Different from:

Similar to:

Dom Prince

Matt Simmons

Neil Rogers Keith Goldberg

Part 1: RiskPart Type 2: Interpreting the Risk Type graphic

Resource Material

B - Individual Profiles

Part 2: Risk Attitude

Interpreting the Risk Attitude graphic

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Summary: Barry White

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Part 3: Overall Rating for Risk Tolerance Risk Tolerance index (RTi)

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Page 3

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Validity of results

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Page 19

Part 1: RiskPart Type

2: Resource Material

Interpreting the RiskBType graphic - Individual

Profiles

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Part 2: Risk Attitude

Interpreting the Risk Attitude graphic

Summary: Jim Ferry

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OL V\[ZPKL LKNL [OL TVYL HJJ\YH[L [OH[ [`WL KLZJYPW[PVU ^PSS IL MVY OPT -VY [OVZL ULHYLY [OL JLU[YL Each point on this page reflects Jimâ&#x20AC;&#x2122;s responses to a small cluster of questions focused on one quite (S[OV\NO 9PZR ;`WL LZ[HISPZOLZ 1VLÂťZ IHZLSPUL KPZWVZP[PVU [V^HYKZ YPZR PU NLULYHS [OPZ ^PSS IL TVKLYH[LK PY 9PZR ;`WL ^PSS JVSV\Y [OLPY KPZWVZP[PVU [V^HYKZ YPZR I\[ UV[ ZV PU[LUZLS` ;OL 9PZR ;`WL *VTWHZZÂ? PZ

distinct characteristic. They may provideI` SPML L_WLYPLUJL HUK I` OPZ WLYZVUHS JPYJ\TZ[HUJLZ 9PZR ([[P[\KL TH` [OLYLMVYL ]HY` V]LY [PTL HUK PU additional insights that help to qualify or personalise the more VU[PU\V\Z ZWLJ[Y\T ^P[O LHJO [`WL ZOHYPUN ZVTL JOHYHJ[LYPZ[PJZ ^P[O P[Z ULPNOIV\YZ HUK ^P[O MHJPUN YLZWLJ[ VM KPMMLYLU[ RPUKZ VM YPZR )LSV^ ^L JVTWHYL 1VLÂťZ H[[P[\KLZ [V YPZR PU MP]L KVTHPUZ! -PUHUJPHS 9PZR LZ ILPUN VWWVZP[LZ ;OPZ HZZLZZTLU[ PKLU[PMPLZ 1VL HZ H TPSK L_HTWSL VM [OL (K]LU[\YV\Z 9PZR ;`WL generalised Risk Type description. :VJPHS 9PZR /LHS[O :HML[` 9PZR ,[OPJHS 9PZR HUK 9LJYLH[PVUHS 9PZR LÂťZ THYRLY MHSSZ JSVZL [V H [`WL IV\UKHY` ZV P[ ^PSS HSZV IL ^VY[O YLHKPUN [OL ULPNOIV\YPUN [`WL

ZJYPW[PVU

Part 3: Overall Rating for Risk Tolerance Risk Tolerance index (RTi)

Where Joe is most comfortable taking risks ;OL U\TLYPJ ZJHSL PU [OL NYHWOPJ ILSV^ PZ MVY [OL 9PZR ;VSLYHUJL 0UKL_ 9;P HU LZ[PTH[L VM [VSLYHUJL MVY ;OL ZPaL VM [OL ZLNTLU[Z PU [OL NYHWOPJ ZOV^ OV^ YLSH[P]LS` JVTMVY[HISL 1VL J\YYLU[S` PZ PU [HRPUN YPZRZ PU sk Type: Adventurous YPZR IHZLK VU IV[O 9PZR ;`WL HUK VU HU PUKP]PK\HS Z H[[P[\KLZ [V KPMMLYLU[ RPUKZ VM YPZR @V\Y WVZP[PVU VU LHJO KVTHPU 9H[OLY [OHU JVTWHYPUN 1VL [V V[OLY WLVWSL [OPZ NYHWOPJ PZ HIV\[ OPZ VÛ WYLMLYLUJLZ ;OL OL YVV[ VM [OPZ 9PZR ;`WL PZ H JVTIPUH[PVU VM H N\UN OV PTW\SZP]P[` HUK MLHYSLZZULZZ ;OL TVZ[ L_[YLTL Risk Type: Adventurous (mild) [OL 9PZR ;`WL *VTWHZZÂ? KLMPULZ `V\Y 9;P HUK [OL L_[LU[ [V ÔPJO `V\Y H[[P[\KL ]HYPLZ MVY KPMMLYLU[ [`WLZ ZLNTLU[Z ZOV^ ÔPJO RPUK VM YPZR OL PZ TVZ[ JVTMVY[HISL ^P[O

TWSLZ HYL WLVWSL ^OV HYL ULP[OLY HU_PV\Z HIV\[ YPZR UVY T\JO YLZ[YHPULK I` JH\[PVU ;OL` JVTIPUL ÂťÂť Jim is unlikely to over-react to events or to be overly affected by his emotions. VM YPZR ZP[\H[PVUZ KLMPULZ `V\Y *VTMVY[ AVUL ;OPZ PZ YLWYLZLU[LK PU [OL NYHWOPJ ILSV^ I` [OL IHY VU [OL W\SZP]P[` ^P[O H KLLWS` JVUZ[P[\[PVUHS JHSTULZZ HUK HYL UV[ PU H^L VM J\Z[VT [YHKP[PVU VY JVU]LU[PVU ÂťÂť He is unlikely to worry unnecessarily or to become unduly apprehensive. JOHY[ LZL HYL PTWLY[\YIHISL PU[YLWPK L_JP[LTLU[ ZLLRLYZ ^OV RLLW [OLPY ULY]L

ÂťÂť Jim may appear less emotionally expressive and sentimental than others.

H TVYL NLULYHS SL]LS [OPZ [`WL HYL YLZPSPLU[ HUK H[[YHJ[LK I` L_JP[LTLU[ ;OL` ^PSS IL VWLU [V UL^ 4LHU ZJVYLZ MVY Z[YVUN HUK ]LY` Z[YVUN L_HTWSLZ VM HSS 9PZR ;`WLZ HYL THWWLK VU[V [OL 9;P ZJHSL ILSV^ ÂťÂť At times, he may be impatient with9PZR ([[P[\KL WYVĂ&#x201E;SL delays and want quick results. WLYPLUJLZ HUK ^PSS KLHS \ULTV[PVUHSS` ^P[O KPZHWWVPU[TLU[Z HUK \UL_WLJ[LK [\YUZ VM L]LU[ ;OLPY ;OLZL YLZ\S[Z Z\NNLZ[ [OH[ 1VL Z 9PZR ([[P[\KL ^PSS ]HY` ZVTL^OH[ KLWLUKPUN VU [OL ZP[\H[PVU HUK [OL ZP[P]L \WILH[ V\[SVVR HUK KLZPYL MVY Z[PT\SH[PUN JOHSSLUNLZ HSSV^Z [OLT [V W\YZ\L [OLPY HK]LU[\YLZ ^P[O JPYJ\TZ[HUJLZ 0[ TH` IL [OH[ OL PZ OHWWPLY [V [HRL H IP[ TVYL YPZR PU HYLHZ ^OLYL OL OHZ ZVTL L_WLYPLUJL \HUPTP[` 5V[ WHY[PJ\SHYS` ^LSS VYNHUPZLK VY WY\KLU[ [OLPY KLJPZPVU THRPUN PZ SPRLS` [V IL PUMS\LUJLK I`

O [OLPY SHJR VM HU_PL[` HUK [OLPY PTW\SZP]LULZZ

HUK L_WLY[PZL VY PU ZP[\H[PVUZ [OH[ HYL UV[ JYP[PJHS PU HU` ^H` â&#x2014;?

+,30),9(;,

:765;(5,6<: 6M [OL MP]L HYLHZ ÔLYL 9PZR ([[P[\KL OHZ ILLU HZZLZZLK [OL -PUHUJPHS /LHS[O HUK :HML[` HUK :VJPHS HYLHZ R ;`WL KLZJYPW[PVUZ HYL PUMVYTLK NLULYHSPZH[PVUZ IHZLK VU KLJHKLZ VM WLYZVUHSP[` YLZLHYJO HUK â&#x2014;? >(9@ â&#x2014;? ;@70*(3 â&#x2014;? (+=,5;<96<: HYL [OL VULZ PU ÔPJO 1VL Z H[[P[\KL ^PSS TVZ[ PUMS\LUJL [OL YPZRZ OL PZ WYLWHYLK [V [HRL 0U TH[[LYZ VM WLYPLUJLK WYVMPSL PU[LYWYL[H[PVU >OPSL [OL LZZLUJL VM H [`WL KLZJYPW[PVU ^PSS IL HJJ\YH[L MVY [OL THQVYP[` â&#x2014;? 05;,5:, â&#x2014;? *6476:,+ MPUHUJL TH[[LYZ VM OLHS[O HUK ZHML[` HUK ZVJPHS ZP[\H[PVUZ OL TH` [OLYLMVYL IL WYLWHYLK [V IL TVYL OVZL MHSSPUN PU[V [OH[ NYV\W PUKP]PK\HSZ ^PSS ]HY` PU WHY[PJ\SHY KL[HPSZ HUK PU [OL KLNYLL [V ÔPJO [`WL â&#x2014;? 79<+,5; â&#x2014;? *(9,-9,, MSL_PISL HUK YPZR [HRPUN [OHU Z\NNLZ[LK IÒPZ 9PZR ;`WL HYHJ[LYPZ[PJZ KVTPUH[L [OLPY V]LYHSS WLYZVUH â&#x2014;?

OL MVSSV^PUN WHNLZ ^L JVUZPKLY [OL KL[HPSZ VM 1VLÂťZ MP[ ^P[O [OPZ 9PZR ;`WL ;OL HYLH ^OLYL 1VL Z H[[P[\KL ZLLTZ [V IL TVZ[ JH\[PV\Z HUK JVUZLY]H[P]L PZ 9LJYLH[PVUHS 9PZR 0U YLJYLH[PVUHS TH[[LYZ OL TH` IL TVYL ^HY` [OHU Z\NNLZ[LK I` OPZ 9PZR ;`WL

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Part 1: Risk Part Type

2: Resource Material

Interpreting the Risk Type graphic

B - Individual Profiles

OWĂ&#x2019;STRONGLYĂ&#x2019;DOESĂ&#x2019;+EITHĂ&#x2019;REFLECTĂ&#x2019;HISĂ&#x2019;2ISKĂ&#x2019;4YPE

Part 2: Risk Attitude

Interpreting the Risk Attitude graphic

Summary: Ken Kingsley

THYRLY Â&#x2039; KLUV[LZ ^OPJO VM [OL 9PZR ;`WLZ ILZ[ MP[Z 2LP[OÂťZ KPZWVZP[PVU [V^HYKZ YPZR ;OL ULHYLY P[ PZ

OL V\[ZPKL LKNL [OL TVYL HJJ\YH[L [OH[ [`WL KLZJYPW[PVU ^PSS IL MVY OPT -VY [OVZL ULHYLY [OL JLU[YL (S[OV\NO 9PZR ;`WL LZ[HISPZOLZ 2LP[OÂťZ IHZLSPUL KPZWVZP[PVU [V^HYKZ YPZR PU NLULYHS [OPZ ^PSS IL TVKLYH[LK Each point on this page reflects Kenâ&#x20AC;&#x2122;s responses to a small cluster of questions focused on one quite Y 9PZR ;`WL ^PSS JVSV\Y [OLPY KPZWVZP[PVU [V^HYKZ YPZR I\[ UV[ ZV PU[LUZLS` ;OL 9PZR ;`WL *VTWHZZÂ? PZ I` SPML L_WLYPLUJL HUK I` OPZ WLYZVUHS JPYJ\TZ[HUJLZ 9PZR ([[P[\KL TH` [OLYLMVYL ]HY` V]LY [PTL HUK PU VU[PU\V\Z ZWLJ[Y\T ^P[O LHJO [`WL ZOHYPUN ZVTL JOHYHJ[LYPZ[PJZ ^P[O P[Z ULPNOIV\YZ HUK ^P[O MHJPUN distinct characteristic. They may provide additional insights that help to qualify or personalise the more YLZWLJ[ VM KPMMLYLU[ RPUKZ VM YPZR )LSV^ ^L JVTWHYL 2LP[OÂťZ H[[P[\KLZ [V YPZR PU MP]L KVTHPUZ! -PUHUJPHS LZ ILPUN VWWVZP[LZ ;OPZ HZZLZZTLU[ PKLU[PMPLZ 2LP[O HZ H Z[YVUN L_HTWSL VM [OL *VTWVZLK 9PZR ;`WL generalised Risk Type description. 9PZR :VJPHS 9PZR /LHS[O :HML[` 9PZR ,[OPJHS 9PZR HUK 9LJYLH[PVUHS 9PZR OÂťZ THYRLY MHSSZ JSVZL [V H [`WL IV\UKHY` ZV P[ ^PSS HSZV IL ^VY[O YLHKPUN [OL ULPNOIV\YPUN [`WL

JYPW[PVU

Part 3: Overall Rating for Risk Tolerance Risk Tolerance index (RTi)

Where Keith is most comfortable taking risks Risk Type: Composed (strong) ;OL ZPaL VM [OL ZLNTLU[Z PU [OL NYHWOPJ ZOV^ OV^ YLSH[P]LS` JVTMVY[HISL 2LP[O J\YYLU[S` PZ PU [HRPUN YPZRZ PU ;OL U\TLYPJ ZJHSL PU [OL NYHWOPJ ILSV^ PZ MVY [OL 9PZR ;VSLYHUJL 0UKL_ 9;P HU LZ[PTH[L VM [VSLYHUJL MVY sk Type: Composed ÂťÂť Ken is unlikely to over-react to events or to be overly affected by his emotions. LHJO KVTHPU 9H[OLY [OHU JVTWHYPUN 2LP[O [V V[OLY WLVWSL [OPZ NYHWOPJ PZ HIV\[ OPZ VÛ WYLMLYLUJLZ ;OL OL YVV[ VM [OPZ 9PZR ;`WL HYL OPNO SL]LSZ VM WVPZL ZLSM ILSPLM VW[PTPZT HUK YLZPSPLUJL ;OL TVZ[ YPZR IHZLK VU IV[O 9PZR ;`WL HUK VU HU PUKP]PK\HS Z H[[P[\KLZ [V KPMMLYLU[ RPUKZ VM YPZR @V\Y WVZP[PVU VU ÂťÂť It seems that he will generally beZLNTLU[Z ZOV^ ÔPJO RPUK VM YPZR OL PZ TVZ[ JVTMVY[HISL ^P[O disposed to trust others and have faith in their good intentions. LTL L_HTWSLZ TH` ZLLT HSVVM \ULTV[PVUHS HUK X\P[L PTWLY[\YIHISL (S[OV\NO V[OLYZ TH` IL [OL 9PZR ;`WL *VTWHZZÂ? KLMPULZ `V\Y 9;P HUK [OL L_[LU[ [V ÔPJO `V\Y H[[P[\KL ]HYPLZ MVY KPMMLYLU[ [`WLZ ÂťÂť He may appear less emotionally expressive and sentimental than others. L[[SLK VY JSVZL [V WHUPJ [OPZ [`WL YLTHPUZ Z[LHK` HUK WH[PLU[ HUK ZOV^Z SP[[SL ZPNU VM HU_PL[` (U VHZPZ VM YPZR ZP[\H[PVUZ KLMPULZ `V\Y *VTMVY[ AVUL ;OPZ PZ YLWYLZLU[LK PU [OL NYHWOPJ ILSV^ I` [OL IHY VU [OL HST HUK HWWHYLU[S` HSTVZ[ VISP]PV\Z [V YPZR [OL` ZLLT ZLSM JVU[HPULK \UYLJLW[P]L [V JYP[PJPZT VY ÂťÂť He is likely to be a quick thinking individual who is rarely lost for words. JOHY[ YHPU[ HUK \UHWWYLJPH[P]L VM [OL HSHYT [OH[ V[OLYZ TH` L_WLYPLUJL PU [OH[ ZP[\H[PVU ÂťÂť Ken appears to be excited by variety, novelty and change.

9PZR ([[P[\KL WYVĂ&#x201E;SL ÂťÂť He seems to seek excitement and is open to new experiences.

TVYL NLULYHS SL]LS [OPZ [`WL ^PSS HS^H`Z IL YLSH[P]LS` \U[YV\ISLK HUK TVYL L]LU [LTWLYLK [OHU TVZ[ 4LHU ZJVYLZ MVY Z[YVUN HUK ]LY` Z[YVUN L_HTWSLZ VM HSS 9PZR ;`WLZ HYL THWWLK VU[V [OL 9;P ZJHSL ILSV^ ;OLZL YLZ\S[Z Z\NNLZ[ [OH[ 2LP[O Z 9PZR ([[P[\KL ^PSS ]HY` ZVTLÔH[ KLWLUKPUN VU [OL ZP[\H[PVU HUK [OL ÂťÂť Ken seems to be a compliant individual who will respect rules, regulations and authority. ` ZLLT [V [HRL ÔH[L]LY SPML [OYV^Z H[ [OLT HUK THPU[HPU H WVZP[P]L V\[SVVR ,]LU ÔLU [OPUNZ NV JPYJ\TZ[HUJLZ 0[ TH` IL [OH[ OL PZ OHWWPLY [V [HRL H IP[ TVYL YPZR PU HYLHZ ÔLYL OL OHZ ZVTL L_WLYPLUJL UN [OL` KVUÂť[ K^LSS VU YLNYL[Z OHYIV\Y NY\KNLZ VY ILHY YLZLU[TLU[Z ;OL *VTWVZLK ;`WL THUHNLZ ÂťÂť He appears focused and clear about what he want to achieve. HUK L_WLY[PZL VY PU ZP[\H[PVUZ [OH[ HYL UV[ JYP[PJHS PU HU` ^H` ZZ ^LSS YPKLZ V\[ HU` [\YI\SLUJL HUK Z[H`Z VU [HZR 5V[ YLJRSLZZ I\[ UV[ H]LYZL [V YPZR LP[OLY [OPZ L RLLW P[Z ULY]L HUK ZLLZ [OPUNZ [OYV\NO 6M [OL MP]L HYLHZ ÔLYL 9PZR ([[P[\KL OHZ ILLU HZZLZZLK [OL -PUHUJPHS HYLH PZ [OL VUL PU ÔPJO 2LP[O Z â&#x2014;? +,30),9(;, â&#x2014;? :765;(5,6<: H[[P[\KL ^PSS TVZ[ PUMS\LUJL [OL YPZRZ OL PZ WYLWHYLK [V [HRL 0U TH[[LYZ VM MPUHUJL OL TH` [OLYLMVYL IL R ;`WL KLZJYPW[PVUZ HYL PUMVYTLK NLULYHSPZH[PVUZ IHZLK VU KLJHKLZ VM WLYZVUHSP[` YLZLHYJO HUK â&#x2014;? >(9@ â&#x2014;? ;@70*(3 â&#x2014;? (+=,5;<96<: WYLWHYLK [V IL TVYL MSL_PISL HUK YPZR [HRPUN [OHU Z\NNLZ[LK I` OPZ 9PZR ;`WL LYPLUJLK WYVMPSL PU[LYWYL[H[PVU >OPSL [OL LZZLUJL VM H [`WL KLZJYPW[PVU ^PSS IL HJJ\YH[L MVY [OL THQVYP[` â&#x2014;? 05;,5:, â&#x2014;? *6476:,+ OVZL MHSSPUN PU[V [OH[ NYV\W PUKP]PK\HSZ ^PSS ]HY` PU WHY[PJ\SHY KL[HPSZ HUK PU [OL KLNYLL [V ÔPJO [`WL â&#x2014;? 79<+,5; â&#x2014;? *(9,-9,, ;OL HYLH ÔLYL 2LP[O Z H[[P[\KL ZLLTZ [V IL TVZ[ JH\[PV\Z HUK JVUZLY]H[P]L PZ ,[OPJHS 9PZR 0U ZVTL YHJ[LYPZ[PJZ KVTPUH[L [OLPY V]LYHSS WLYZVUH TH[[LYZ VM WYPUJPWSL OL TH` IL TVYL ^HY` [OHU Z\NNLZ[LK I` OPZ 9PZR ;`WL

OL MVSSV^PUN WHNLZ ^L JVUZPKLY [OL KL[HPSZ VM 2LP[OÂťZ MP[ ^P[O [OPZ 9PZR ;`WL

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Part Part 1: Risk Type

2: Resource Material

B - Individual Interpreting the Risk Type graphic

Profiles

WĂ&#x2019;STRONGLYĂ&#x2019;DOESĂ&#x2019;$AVEĂ&#x2019;REFLECTĂ&#x2019;HISĂ&#x2019;2ISKĂ&#x2019;4YPE

Part 2: Risk Attitude

Interpreting the Risk Attitude graphic

Summary: Dom Prince

THYRLY Â&#x2039; KLUV[LZ ^OPJO VM [OL 9PZR ;`WLZ ILZ[ MP[Z +H]LÂťZ KPZWVZP[PVU [V^HYKZ YPZR ;OL ULHYLY P[ PZ

Each point on this page reflects Domâ&#x20AC;&#x2122;s responses to a small cluster of questions focused on one quite V\[ZPKL LKNL [OL TVYL HJJ\YH[L [OH[ [`WL KLZJYPW[PVU ^PSS IL MVY OPT -VY [OVZL ULHYLY [OL JLU[YL (S[OV\NO 9PZR ;`WL LZ[HISPZOLZ +H]LÂťZ IHZLSPUL KPZWVZP[PVU [V^HYKZ YPZR PU NLULYHS [OPZ ^PSS IL TVKLYH[LK 9PZR ;`WL ^PSS JVSV\Y [OLPY KPZWVZP[PVU [V^HYKZ YPZR I\[ UV[ ZV PU[LUZLS` ;OL 9PZR ;`WL *VTWHZZÂ? PZ distinct characteristic. They may provideI` SPML L_WLYPLUJL HUK I` OPZ WLYZVUHS JPYJ\TZ[HUJLZ 9PZR ([[P[\KL TH` [OLYLMVYL ]HY` V]LY [PTL HUK PU additional insights that help to qualify or personalise the more [PU\V\Z ZWLJ[Y\T ^P[O LHJO [`WL ZOHYPUN ZVTL JOHYHJ[LYPZ[PJZ ^P[O P[Z ULPNOIV\YZ HUK ^P[O MHJPUN YLZWLJ[ VM KPMMLYLU[ RPUKZ VM YPZR )LSV^ ^L JVTWHYL +H]LÂťZ H[[P[\KLZ [V YPZR PU MP]L KVTHPUZ! -PUHUJPHS generalised Risk Type description. ILPUN VWWVZP[LZ ;OPZ HZZLZZTLU[ PKLU[PMPLZ +H]L HZ H TVKLYH[L L_HTWSL VM [OL +LSPILYH[L 9PZR 9PZR :VJPHS 9PZR /LHS[O :HML[` 9PZR ,[OPJHS 9PZR HUK 9LJYLH[PVUHS 9PZR

Part 3: Overall Rating for Risk Tolerance Risk Tolerance index (RTi)

Where Dave is most comfortable taking risks ;OL ZPaL VM [OL ZLNTLU[Z PU [OL NYHWOPJ ZOV^ OV^ YLSH[P]LS` JVTMVY[HISL +H]L J\YYLU[S` PZ PU [HRPUN YPZRZ PU

k Type: Deliberate LHJO KVTHPU 9H[OLY [OHU JVTWHYPUN +H]L [V V[OLY WLVWSL [OPZ NYHWOPJ PZ HIV\[ OPZ V^U WYLMLYLUJLZ ;OL ;OL U\TLYPJ ZJHSL PU [OL NYHWOPJ ILSV^ PZ MVY [OL 9PZR ;VSLYHUJL 0UKL_ 9;P HU LZ[PTH[L VM [VSLYHUJL MVY

Risk Type: Deliberate (moderate) L YVV[ VM [OPZ 9PZR ;`WL PZ H OPNO SL]LS VM JHST ZLSM JVUMPKLUJL JVTIPULK ^P[O KL[HPSLK WYLWHYH[PVU HUK ZLNTLU[Z ZOV^ ^OPJO RPUK VM YPZR OL PZ TVZ[ JVTMVY[HISL ^P[O YPZR IHZLK VU IV[O 9PZR ;`WL HUK VU HU PUKP]PK\HS Z H[[P[\KLZ [V KPMMLYLU[ RPUKZ VM YPZR @V\Y WVZP[PVU VU ÂťÂť It seems that Dom will generally be disposed to trust others and have faith in their good intentions. PUN ;OL TVZ[ L_[YLTL L_HTWSLZ HYL JHST JH\[PV\Z HUK JVVSOLHKLK I\[ TH` IL V]LY JVUMPKLU[ [OL 9PZR ;`WL *VTWHZZÂ? KLMPULZ `V\Y 9;P HUK [OL L_[LU[ [V ^OPJO `V\Y H[[P[\KL ]HYPLZ MVY KPMMLYLU[ [`WLZ \NO UV[ HMYHPK VM YPZR [OL` ^VYR [V LSPTPUH[L \UJLY[HPU[` [OYV\NO JHYLM\S WSHUUPUN H[[LU[PVU [V KL[HPS ÂťÂť He may appear less emotionally expressive and sentimental than others. VM YPZR ZP[\H[PVUZ KLMPULZ `V\Y *VTMVY[ AVUL ;OPZ PZ YLWYLZLU[LK PU [OL NYHWOPJ ILSV^ I` [OL IHY VU [OL ` JVUZPKLYPUN [OL VW[PVUZ ^P[O WHPUZ[HRPUN JHYL 5LP[OLY HU_PV\Z HUK LTV[PVUHS UVY ZWVU[HULV\Z ÂťÂť He probably does not allow intuitions or feelings to overwhelm the logic of his decisions. TW\SZP]L [OL +LSPILYH[L ;`WL PZ JHSJ\SH[LK HUK Z\YL MVV[LK JOHY[ ÂťÂť Dom prefers to manage exposure to extreme activities, ventures or risk carefully.

9PZR ([[P[\KL WYVĂ&#x201E;SL

ÂťÂť He seems to be a compliant individual who will respect rules, regulations and authority. TVYL NLULYHS SL]LS [OPZ [`WL ^PSS IL ZLSM HZZ\YLK HUK L]LU [LTWLYLK /V^L]LY ILJH\ZL [OL` HYL ;OLZL YLZ\S[Z Z\NNLZ[ [OH[ +H]L Z 9PZR ([[P[\KL ^PSS IL X\P[L ]HYPHISL PUMS\LUJPUN [OL HTV\U[ VM YPZR OL PZ 4LHU ZJVYLZ MVY Z[YVUN HUK ]LY` Z[YVUN L_HTWSLZ VM HSS 9PZR ;`WLZ HYL THWWLK VU[V [OL 9;P ZJHSL ILSV^ PZLK JVTWSPHU[ HUK ^LSS PUMVYTLK HIV\[ ÔH[ PZ NVPUN VU [OL` HYL \USPRLS` [V ^HSR PU[V HU`[OPUN WYLWHYLK [V [HRL PU KPMMLYLU[ ZP[\H[PVUZ HUK JPYJ\TZ[HUJLZ 0[ PZ UV[ \U\Z\HS MVY WLVWSL [V IL TVYL WHYLK (U` H]LYZPVU [V YPZR ^PSS IL WYHJ[PJHS YH[OLY [OHU LTV[PVUHS H KLZPYL [V KV [OPUNZ PU H JVTMVY[HISL [HRPUN YPZRZ PU HYLHZ ÔLYL [OL` HYL VU MHTPSPHY [LYYP[VY` ÔLYL [OL` OH]L L_WLYPLUJL HUK JLK ZLUZPISL HUK Z`Z[LTH[PJ ^H` ;OPZ [`WL PZ UV[ \UULY]LK I` YHKPJHS VY L_[YLTL WYVWVZHSZ I\[ L_WLY[PZL VY PU ZP[\H[PVUZ [OH[ HYL UV[ JYP[PJHS PU HU` ^H` /V^L]LY [OPZ ]HYPHIPSP[` VM H[[P[\KL ^PSS OH]L H H[LZ [OLT WYLJPZLS` ILMVYL NP]PUN [OLPY ]PL^ TVKLYH[PUN LMMLJ[ VU [OL ^H` [OH[ +H]L Z 9PZR ;`WL WSH`Z V\[ PU KPMMLYLU[ LU]PYVUTLU[Z â&#x2014;?

+,30),9(;,

â&#x2014;? :765;(5,6<: ;`WL KLZJYPW[PVUZ HYL PUMVYTLK NLULYHSPZH[PVUZ IHZLK VU KLJHKLZ VM WLYZVUHSP[` YLZLHYJO HUK 6M [OL MP]L HYLHZ ÔLYL 9PZR ([[P[\KL OHZ ILLU HZZLZZLK [OL /LHS[O HUK :HML[` HYLH PZ [OL VUL PU ÔPJO â&#x2014;? >(9@ â&#x2014;? ;@70*(3 â&#x2014;? (+=,5;<96<: PLUJLK WYVMPSL PU[LYWYL[H[PVU >OPSL [OL LZZLUJL VM H [`WL KLZJYPW[PVU ^PSS IL HJJ\YH[L MVY [OL THQVYP[` +H]L Z H[[P[\KL ^PSS TVZ[ PUMS\LUJL [OL YPZRZ OL PZ WYLWHYLK [V [HRL 0U TH[[LYZ VM OLHS[O HUK ZHML[` OL TH` â&#x2014;? 05;,5:, â&#x2014;? *6476:,+ ZL MHSSPUN PU[V [OH[ NYV\W PUKP]PK\HSZ ^PSS ]HY` PU WHY[PJ\SHY KL[HPSZ HUK PU [OL KLNYLL [V ÔPJO [`WL [OLYLMVYL IL WYLWHYLK [V IL TVYL MSL_PISL HUK YPZR [HRPUN [OHU Z\NNLZ[LK I` OPZ 9PZR ;`WL â&#x2014;? 79<+,5; â&#x2014;? *(9,-9,, J[LYPZ[PJZ KVTPUH[L [OLPY V]LYHSS WLYZVUH

MVSSV^PUN WHNLZ ^L JVUZPKLY [OL KL[HPSZ VM +H]LÂťZ MP[ ^P[O [OPZ 9PZR ;`WL

;OL HYLH ^OLYL +H]L Z H[[P[\KL ZLLTZ [V IL TVZ[ JH\[PV\Z HUK JVUZLY]H[P]L PZ -PUHUJPHS 9PZR 0U TH[[LYZ VM MPUHUJL OL TH` IL TVYL ^HY` [OHU Z\NNLZ[LK I` OPZ 9PZR ;`WL

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9PZR ([[P[\KL HJYVZZ [OL Ă&#x201E;]L YPZR KVTHPUZ

Page 22

Part Part 1: Risk Type

2: Resource Material

B - graphic Individual nterpreting the Risk Type

Profiles

Part 2: Risk Attitude

Interpreting the Risk Attitude graphic

WĂ&#x2019;STRONGLYĂ&#x2019;DOESĂ&#x2019;.ICKĂ&#x2019;REFLECTĂ&#x2019;HISĂ&#x2019;2ISKĂ&#x2019;4YPE

Summary: Neil Rogers

THYRLY Â&#x2039; KLUV[LZ ^OPJO VM [OL 9PZR ;`WLZ ILZ[ MP[Z 5PJRÂťZ KPZWVZP[PVU [V^HYKZ YPZR ;OL ULHYLY P[ PZ

Each point on this page reflects Neilâ&#x20AC;&#x2122;s responses to a small cluster of questions focused on one quite V\[ZPKL LKNL [OL TVYL HJJ\YH[L [OH[ [`WL KLZJYPW[PVU ^PSS IL MVY OPT -VY [OVZL ULHYLY [OL JLU[YL (S[OV\NO 9PZR ;`WL LZ[HISPZOLZ 5PJRÂťZ IHZLSPUL KPZWVZP[PVU [V^HYKZ YPZR PU NLULYHS [OPZ ^PSS IL TVKLYH[LK 9PZR ;`WL ^PSS JVSV\Y [OLPY KPZWVZP[PVU [V^HYKZ YPZR I\[ UV[ ZV PU[LUZLS` ;OL 9PZR ;`WL *VTWHZZÂ? PZ I` SPML L_WLYPLUJL HUK I` OPZ WLYZVUHS JPYJ\TZ[HUJLZ 9PZR ([[P[\KL TH` [OLYLMVYL ]HY` V]LY [PTL HUK PU distinct characteristic. They may provide additional insights that help to qualify or personalise the more [PU\V\Z ZWLJ[Y\T ^P[O LHJO [`WL ZOHYPUN ZVTL JOHYHJ[LYPZ[PJZ ^P[O P[Z ULPNOIV\YZ HUK ^P[O MHJPUN YLZWLJ[ VM KPMMLYLU[ RPUKZ VM YPZR )LSV^ ^L JVTWHYL 5PJRÂťZ H[[P[\KLZ [V YPZR PU MP]L KVTHPUZ! -PUHUJPHS 9PZR generalised Risk Type description.

ILPUN VWWVZP[LZ ;OPZ HZZLZZTLU[ PKLU[PMPLZ 5PJR HZ H TPSK L_HTWSL VM [OL 7Y\KLU[ 9PZR ;`WL 5PJRÂťZ :VJPHS 9PZR /LHS[O :HML[` 9PZR ,[OPJHS 9PZR HUK 9LJYLH[PVUHS 9PZR LY MHSSZ JSVZL [V H [`WL IV\UKHY` ZV P[ ^PSS HSZV IL ^VY[O YLHKPUN [OL ULPNOIV\YPUN [`WL KLZJYPW[PVU

Part 3: Overall Rating for Risk Tolerance Risk Tolerance index (RTi)

Where Nick is most comfortable taking risks ;OL U\TLYPJ ZJHSL PU [OL NYHWOPJ ILSV^ PZ MVY [OL 9PZR ;VSLYHUJL 0UKL_ 9;P HU LZ[PTH[L VM [VSLYHUJL MVY ;OL ZPaL VM [OL ZLNTLU[Z PU [OL NYHWOPJ ZOV^ OV^ YLSH[P]LS` JVTMVY[HISL 5PJR J\YYLU[S` PZ PU [HRPUN YPZRZ PU

LHJO KVTHPU 9H[OLY [OHU JVTWHYPUN 5PJR [V V[OLY WLVWSL [OPZ NYHWOPJ PZ HIV\[ OPZ V^U WYLMLYLUJLZ ;OL k Type: PrudentYPZR IHZLK VU IV[O 9PZR ;`WL HUK VU HU PUKP]PK\HS Z H[[P[\KLZ [V KPMMLYLU[ RPUKZ VM YPZR @V\Y WVZP[PVU VU

Risk Type: Prudent (mild) ZLNTLU[Z ZOV^ ÔPJO RPUK VM YPZR OL PZ TVZ[ JVTMVY[HISL ^P[O YVV[ VM [OPZ 9PZR ;`WL PZ H KLZPYL [V LSPTPUH[L \UJLY[HPU[` [OYV\NO OPNO SL]LSZ VM ZLSM JVU[YVS [OL 9PZR ;`WL *VTWHZZÂ? KLMPULZ `V\Y 9;P HUK [OL L_[LU[ [V ÔPJO `V\Y H[[P[\KL ]HYPLZ MVY KPMMLYLU[ [`WLZ ÂťÂť He may be inclined to expect the worst and to have a more pessimistic outlook than most. SPHUJL HUK KL[HPSLK WSHUUPUN ([ H NLULYHS SL]LS [OL 7Y\KLU[ ;`WL ^PSS IL JVUZLY]H[P]L HUK VM YPZR ZP[\H[PVUZ KLMPULZ `V\Y *VTMVY[ AVUL ;OPZ PZ YLWYLZLU[LK PU [OL NYHWOPJ ILSV^ I` [OL IHY VU [OL LU[PVUHS PU [OLPY HWWYVHJO WLVWSL [OH[ WYLMLY WYLKPJ[HIPSP[` HUK JVU[PU\P[` [V JOHUNL VY ]HYPL[` :\JO ÂťÂť Neil seems to be a compliant individual who will respect rules, regulations and authority. JOHY[ L WYLMLY KL]LSVWTLU[Z [V IL NYHK\HS HUK L]VS\[PVUHY` YH[OLY [OHU YHKPJHS .LULYHSS` ZJLW[PJHS HIV\[ ÂťÂť He seems to have a systematic approach, preferring to plan things carefully before you act. LU[\YLZ [OL` TH` MPUK YLHZZ\YHUJL PU Z[PJRPUN ^P[O ÔH[ [OL` RUV^ *VTWHYH[P]LS` YLZPSPLU[ HUK ÂťÂť He appears focused and clear9PZR ([[P[\KL WYVĂ&#x201E;SL about what he wants to achieve. U[PTLU[HS [OPZ [`WL PZ JHYLM\S HUK WYV]PKLU[ 4LHU ZJVYLZ MVY Z[YVUN HUK ]LY` Z[YVUN L_HTWSLZ VM HSS 9PZR ;`WLZ HYL THWWLK VU[V [OL 9;P ZJHSL ILSV^

;OLZL YLZ\S[Z Z\NNLZ[ [OH[ 5PJR Z 9PZR ([[P[\KL ^PSS IL X\P[L ]HYPHISL PUMS\LUJPUN [OL HTV\U[ VM YPZR OL PZ TVZ[ L_[YLTL L_HTWSLZ HYL ]LY` JH\[PV\Z OPNOS` VYNHUPZLK Z`Z[LTH[PJ H[[LU[P]L [V KL[HPS HUK WYLWHYLK [V [HRL PU KPMMLYLU[ ZP[\H[PVUZ HUK JPYJ\TZ[HUJLZ 0[ PZ UV[ \U\Z\HS MVY WLVWSL [V IL TVYL J[PVUPZ[PJ ;OL` YLX\PYL H SV[ VM WLYZ\HZPVU [V HJJLW[ JOHUNL HUK H[ [PTLZ [OL` ^PSS IL ]PL^LK HZ JVTMVY[HISL [HRPUN YPZRZ PU HYLHZ ^OLYL [OL` HYL VU MHTPSPHY [LYYP[VY` ^OLYL [OL` OH]L L_WLYPLUJL HUK JVU]LU[PVUHS HUK PUMSL_PISL ;OL` HYL TVZ[ JVTMVY[HISL ÂşKVPUN [OPUNZ I` [OL IVVRÂť HUK VWLYH[PUN L_WLY[PZL VY PU ZP[\H[PVUZ [OH[ HYL UV[ JYP[PJHS PU HU` ^H` /V^L]LY [OPZ ]HYPHIPSP[` VM H[[P[\KL ^PSS OH]L H â&#x2014;? +,30),9(;, LZ[HISPZOLK HUK MHTPSPHY WYVJLK\YLZ TVKLYH[PUN LMMLJ[ VU [OL ^H` [OH[ 5PJR Z 9PZR ;`WL WSH`Z V\[ PU KPMMLYLU[ LU]PYVUTLU[Z â&#x2014;?

>(9@

â&#x2014;?

:765;(5,6<:

â&#x2014;?

;@70*(3

â&#x2014;?

(+=,5;<96<:

;`WL KLZJYPW[PVUZ HYL PUMVYTLK NLULYHSPZH[PVUZ IHZLK VU KLJHKLZ VM WLYZVUHSP[` YLZLHYJO HUK 6M [OL MP]L HYLHZ ÔLYL 9PZR ([[P[\KL OHZ ILLU HZZLZZLK [OL /LHS[O HUK :HML[` HYLH PZ [OL VUL PU ÔPJO â&#x2014;? 05;,5:, â&#x2014;? *6476:,+ PLUJLK WYVMPSL PU[LYWYL[H[PVU >OPSL [OL LZZLUJL VM H [`WL KLZJYPW[PVU ^PSS IL HJJ\YH[L MVY [OL THQVYP[` 5PJR Z H[[P[\KL ^PSS TVZ[ PUMS\LUJL [OL YPZRZ OL PZ WYLWHYLK [V [HRL 0U TH[[LYZ VM OLHS[O HUK ZHML[` OL TH` â&#x2014;? 79<+,5; â&#x2014;? *(9,-9,, ZL MHSSPUN PU[V [OH[ NYV\W PUKP]PK\HSZ ^PSS ]HY` PU WHY[PJ\SHY KL[HPSZ HUK PU [OL KLNYLL [V ÔPJO [`WL [OLYLMVYL IL WYLWHYLK [V IL TVYL MSL_PISL HUK YPZR [HRPUN [OHU Z\NNLZ[LK I` OPZ 9PZR ;`WL J[LYPZ[PJZ KVTPUH[L [OLPY V]LYHSS WLYZVUH

;OL HYLH ^OLYL 5PJR Z H[[P[\KL ZLLTZ [V IL TVZ[ JH\[PV\Z HUK JVUZLY]H[P]L PZ ,[OPJHS 9PZR 0U ZVTL MVSSV^PUN WHNLZ ^L JVUZPKLY [OL KL[HPSZ VM 5PJRÂťZ MP[ ^P[O [OPZ 9PZR ;`WL TH[[LYZ VM WYPUJPWSL OL TH` IL TVYL ^HY` [OHU Z\NNLZ[LK I` OPZ 9PZR ;`WL

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2: Resource Material Part 1: RiskPart Type B Type - Individual Interpreting the Risk graphic Profiles Part 2: Risk Attitude

(OWĂ&#x2019;STRONGLYĂ&#x2019;DOESĂ&#x2019;-IKEĂ&#x2019;REFLECTĂ&#x2019;HISĂ&#x2019;2ISKĂ&#x2019;4YPE

Summary: Matt Simmons

Interpreting the Risk Attitude graphic

OL THYRLY Â&#x2039; KLUV[LZ ^OPJO VM [OL 9PZR ;`WLZ ILZ[ MP[Z 4PRLÂťZ KPZWVZP[PVU [V^HYKZ YPZR ;OL ULHYLY P[ PZ

Each point on this page reflects Mattâ&#x20AC;&#x2122;s responses to a small cluster of questions focused on one quite V [OL V\[ZPKL LKNL [OL TVYL HJJ\YH[L [OH[ [`WL KLZJYPW[PVU ^PSS IL MVY OPT -VY [OVZL ULHYLY [OL JLU[YL (S[OV\NO 9PZR ;`WL LZ[HISPZOLZ 4PRLÂťZ IHZLSPUL KPZWVZP[PVU [V^HYKZ YPZR PU NLULYHS [OPZ ^PSS IL TVKLYH[LK OLPY 9PZR ;`WL ^PSS JVSV\Y [OLPY KPZWVZP[PVU [V^HYKZ YPZR I\[ UV[ ZV PU[LUZLS` ;OL 9PZR ;`WL *VTWHZZÂ? PZ distinct characteristic. They may provideI` SPML L_WLYPLUJL HUK I` OPZ WLYZVUHS JPYJ\TZ[HUJLZ 9PZR ([[P[\KL TH` [OLYLMVYL ]HY` V]LY [PTL HUK PU additional insights that help to qualify or personalise the more JVU[PU\V\Z ZWLJ[Y\T ^P[O LHJO [`WL ZOHYPUN ZVTL JOHYHJ[LYPZ[PJZ ^P[O P[Z ULPNOIV\YZ HUK ^P[O MHJPUN generalised Risk Type description. YLZWLJ[ VM KPMMLYLU[ RPUKZ VM YPZR )LSV^ ^L JVTWHYL 4PRLÂťZ H[[P[\KLZ [V YPZR PU MP]L KVTHPUZ! -PUHUJPHS `WLZ ILPUN VWWVZP[LZ 9PZR :VJPHS 9PZR /LHS[O :HML[` 9PZR ,[OPJHS 9PZR HUK 9LJYLH[PVUHS 9PZR

Part 3: Overall Rating for Risk Tolerance Risk Tolerance index (RTi)

;OL U\TLYPJ ZJHSL PU [OL NYHWOPJ ILSV^ PZ MVY [OL 9PZR ;VSLYHUJL 0UKL_ 9;P HU LZ[PTH[L VM [VSLYHUJL MVY Where Mike is most comfortable taking risks YPZR IHZLK VU IV[O 9PZR ;`WL HUK VU HU PUKP]PK\HS Z H[[P[\KLZ [V KPMMLYLU[ RPUKZ VM YPZR @V\Y WVZP[PVU VU Risk Type: Typical ;OL ZPaL VM [OL ZLNTLU[Z PU [OL NYHWOPJ ZOV^ OV^ YLSH[P]LS` JVTMVY[HISL 4PRL J\YYLU[S` PZ PU [HRPUN YPZRZ PU he most distinctive feature of the Typical group is that they show none of the extremes that characterise [OL 9PZR ;`WL *VTWHZZÂ? KLMPULZ `V\Y 9;P HUK [OL L_[LU[ [V ÔPJO `V\Y H[[P[\KL ]HYPLZ MVY KPMMLYLU[ [`WLZ LHJO KVTHPU 9H[OLY [OHU JVTWHYPUN 4PRL [V V[OLY WLVWSL [OPZ NYHWOPJ PZ HIV\[ OPZ VÛ WYLMLYLUJLZ ;OL Risk Type: Typical ther types. So far as personality and risk tolerance are concerned, they are unexceptional, close to VM YPZR ZP[\H[PVUZ KLMPULZ `V\Y *VTMVY[ AVUL ;OPZ PZ YLWYLZLU[LK PU [OL NYHWOPJ ILSV^ I` [OL IHY VU [OL ZLNTLU[Z ZOV^ ÔPJO RPUK VM YPZR OL PZ TVZ[ JVTMVY[HISL ^P[O he norm and similar to most Âťother people. Because they score to the onand both to axes of the Âť Matt may be inclined to close expect thecentre worst have a more pessimistic outlook than most. JOHY[ isk-Type Compassâ&#x201E;˘, they will exceptionally or unusually reckless, neither willsentimental they ÂťÂť not Hebemay appear prudent less emotionally expressive and than others.

e particularly emotional or extremely calm. Some individuals of this group will have some extreme

ÂťÂť It seems that he likes time to think things through rather than giving quick-fire answers. 4LHU ZJVYLZ MVY Z[YVUN HUK ]LY` Z[YVUN L_HTWSLZ VM HSS 9PZR ;`WLZ HYL THWWLK VU[V [OL 9;P ZJHSL ILSV^

LYZVUHSP[` JOHYHJ[LYPZ[PJZ I\[ UV[ ^P[OPU [OL ZJVWL VM [OPZ HZZLZZTLU[ HUK P[Z ZWLJPĂ&#x201E;J MVJ\Z VU YPZR

olerance. For others, although total scores are average, some subtheme scores will be more extreme. 9PZR ([[P[\KL WYVĂ&#x201E;SL

xamples of this may be included on page four of this report.

;OLZL YLZ\S[Z Z\NNLZ[ [OH[ 4PRL Z 9PZR ([[P[\KL ^PSS IL X\P[L ]HYPHISL PUMS\LUJPUN [OL HTV\U[ VM YPZR OL PZ WYLWHYLK [V [HRL PU KPMMLYLU[ ZP[\H[PVUZ HUK JPYJ\TZ[HUJLZ 0[ PZ UV[ \U\Z\HS MVY WLVWSL [V IL TVYL â&#x2014;? +,30),9(;, ny more pronounced risk taking behaviour by this group is likely to be due JVTMVY[HISL [HRPUN YPZRZ PU HYLHZ ^OLYL [OL` HYL VU MHTPSPHY [LYYP[VY` ^OLYL [OL` OH]L L_WLYPLUJL HUK to attitudes developed :765;(5,6<:

L_WLY[PZL VY PU ZP[\H[PVUZ [OH[ HYL UV[ JYP[PJHS PU HU` ^H` /V^L]LY [OPZ ]HYPHIPSP[` VM H[[P[\KL ^PSS OH]L H V^HYKZ WHY[PJ\SHY [`WLZ VM YPZR YLZ\S[PUN MYVT ZWLJPĂ&#x201E;J L_WLYPLUJLZ >OLYL YPZR [VSLYHUJL OHZ ILLU â&#x2014;? >(9@ â&#x2014;? ;@70*(3 â&#x2014;? (+=,5;<96<: TVKLYH[PUN LMMLJ[ VU [OL ^H` [OH[ 4PRL Z 9PZR ;`WL WSH`Z V\[ PU KPMMLYLU[ LU]PYVUTLU[Z UOHUJLK PU [OPZ ^H` P[ ^PSS \Z\HSS` IL ZWLJPĂ&#x201E;J [V [OVZL KVTHPUZ YH[OLY [OHU NLULYHSPZLK [V HSS ZP[\H[PVUZ â&#x2014;? â&#x2014;? â&#x2014;?

05;,5:,

â&#x2014;?

79<+,5;

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*(9,-9,,

6M [OL MP]L HYLHZ ^OLYL 9PZR ([[P[\KL OHZ ILLU HZZLZZLK [OL /LHS[O HUK :HML[` HYLH PZ [OL VUL PU ^OPJO isk Type descriptions are informed generalisations based on decades of personality research and 4PRL Z H[[P[\KL ^PSS TVZ[ PUMS\LUJL [OL YPZRZ OL PZ WYLWHYLK [V [HRL 0U TH[[LYZ VM OLHS[O HUK ZHML[` OL TH` _WLYPLUJLK WYVĂ&#x201E;SL PU[LYWYL[H[PVU >OPSL [OL LZZLUJL VM H [`WL KLZJYPW[PVU ^PSS IL HJJ\YH[L MVY [OL THQVYP[` [OLYLMVYL IL WYLWHYLK [V IL TVYL MSL_PISL HUK YPZR [HRPUN [OHU Z\NNLZ[LK I` OPZ 9PZR ;`WL f those falling into that group, individuals will vary in particular details and in the degree to which type

haracteristics dominate their overall persona.

;OL HYLH ^OLYL 4PRL Z H[[P[\KL ZLLTZ [V IL TVZ[ JH\[PV\Z HUK JVUZLY]H[P]L PZ :VJPHS 9PZR 0U ZVJPHS ZP[\H[PVUZ OL TH` IL TVYL ^HY` [OHU Z\NNLZ[LK I` OPZ 9PZR ;`WL

Page 3

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Part 1: RiskPart Type 2:

Resource Material

- Individual Interpreting the RiskBType graphic

Profiles

Part 2: Risk Attitude

Interpreting the Risk Attitude graphic

OWĂ&#x2019;STRONGLYĂ&#x2019;DOESĂ&#x2019;+EVINĂ&#x2019;REFLECTĂ&#x2019;HISĂ&#x2019;2ISKĂ&#x2019;4YPE

Summary: Keith Goldberg

L THYRLY Â&#x2039; KLUV[LZ ^OPJO VM [OL 9PZR ;`WLZ ILZ[ MP[Z 2L]PUÂťZ KPZWVZP[PVU [V^HYKZ YPZR ;OL ULHYLY P[ PZ Each point on this page reflects Keithâ&#x20AC;&#x2122;s responses to a small cluster of questions focused on one quite (S[OV\NO 9PZR ;`WL LZ[HISPZOLZ 2L]PUÂťZ IHZLSPUL KPZWVZP[PVU [V^HYKZ YPZR PU NLULYHS [OPZ ^PSS IL TVKLYH[LK [OL V\[ZPKL LKNL [OL TVYL HJJ\YH[L [OH[ [`WL KLZJYPW[PVU ^PSS IL MVY OPT -VY [OVZL ULHYLY [OL JLU[YL

LPY 9PZR ;`WL ^PSS JVSV\Y [OLPY KPZWVZP[PVU [V^HYKZ YPZR I\[ UV[ ZV PU[LUZLS` ;OL 9PZR ;`WL *VTWHZZÂ? PZ distinct characteristic. They may provideI` SPML L_WLYPLUJL HUK I` OPZ WLYZVUHS JPYJ\TZ[HUJLZ 9PZR ([[P[\KL TH` [OLYLMVYL ]HY` V]LY [PTL HUK PU additional insights that help to qualify or personalise the more YLZWLJ[ VM KPMMLYLU[ RPUKZ VM YPZR )LSV^ ^L JVTWHYL 2L]PUÂťZ H[[P[\KLZ [V YPZR PU MP]L KVTHPUZ! -PUHUJPHS JVU[PU\V\Z ZWLJ[Y\T ^P[O LHJO [`WL ZOHYPUN ZVTL JOHYHJ[LYPZ[PJZ ^P[O P[Z ULPNOIV\YZ HUK ^P[O MHJPUN generalised Risk Type description. 9PZR :VJPHS 9PZR /LHS[O :HML[` 9PZR ,[OPJHS 9PZR HUK 9LJYLH[PVUHS 9PZR WLZ ILPUN VWWVZP[LZ ;OPZ HZZLZZTLU[ PKLU[PMPLZ 2L]PU HZ H TPSK L_HTWSL VM [OL +LSPILYH[L 9PZR ;`WL

]PUÂťZ THYRLY MHSSZ JSVZL [V H [`WL IV\UKHY` ZV P[ ^PSS HSZV IL ^VY[O YLHKPUN [OL ULPNOIV\YPUN [`WL

ZJYPW[PVU

Part 3: Overall Rating for Risk Tolerance Risk Tolerance index (RTi)

Where Kevin is most comfortable taking risks ;OL U\TLYPJ ZJHSL PU [OL NYHWOPJ ILSV^ PZ MVY [OL 9PZR ;VSLYHUJL 0UKL_ 9;P HU LZ[PTH[L VM [VSLYHUJL MVY ;OL ZPaL VM [OL ZLNTLU[Z PU [OL NYHWOPJ ZOV^ OV^ YLSH[P]LS` JVTMVY[HISL 2L]PU J\YYLU[S` PZ PU [HRPUN YPZRZ PU LHJO KVTHPU 9H[OLY [OHU JVTWHYPUN 2L]PU [V V[OLY WLVWSL [OPZ NYHWOPJ PZ HIV\[ OPZ VÛ WYLMLYLUJLZ YPZR IHZLK VU IV[O 9PZR ;`WL HUK VU HU PUKP]PK\HS Z H[[P[\KLZ [V KPMMLYLU[ RPUKZ VM YPZR @V\Y WVZP[PVU VU isk Type: Deliberate Risk Type: Deliberate (mild) ;OL ZLNTLU[Z ZOV^ ÔPJO RPUK VM YPZR OL PZ TVZ[ JVTMVY[HISL ^P[O [OL 9PZR ;`WL *VTWHZZÂ? KLMPULZ `V\Y 9;P HUK [OL L_[LU[ [V ÔPJO `V\Y H[[P[\KL ]HYPLZ MVY KPMMLYLU[ [`WLZ [OL YVV[ VM [OPZ 9PZR ;`WL PZ H OPNO SL]LS VM JHST ZLSM JVUMPKLUJL JVTIPULK ^P[O KL[HPSLK WYLWHYH[PVU HUK ÂťÂť Keith is likely to be confident, sure of himself and able to stand his ground. HUUPUN ([ H NLULYHS SL]LS [OPZ [`WL ^PSS IL ZLSM HZZ\YLK HUK L]LU [LTWLYLK /V^L]LY ILJH\ZL [OL` HYL VM YPZR ZP[\H[PVUZ KLMPULZ `V\Y *VTMVY[ AVUL ;OPZ PZ YLWYLZLU[LK PU [OL NYHWOPJ ILSV^ I` [OL IHY VU [OL NHUPZLK JVTWSPHU[ HUK ^LSS PUMVYTLK HIV\[ ÔH[ PZ NVPUN VU [OL` HYL \USPRLS` [V ^HSR PU[V HU`[OPUN ÂťÂť He may appear less emotionally expressive and sentimental than others. JOHY[ WYLWHYLK (U` H]LYZPVU [V YPZR ^PSS IL WYHJ[PJHS YH[OLY [OHU LTV[PVUHS H KLZPYL [V KV [OPUNZ PU H ÂťÂť He seems to have a systematic approach, preferring to plan things carefully before he acts.

SHUJLK ZLUZPISL HUK Z`Z[LTH[PJ ^H` ;OPZ [`WL PZ UV[ \UULY]LK I` YHKPJHS VY L_[YLTL WYVWVZHSZ I\[ ÂťÂť Keith appears focused and clear about what he wants to achieve. 9PZR ([[P[\KL WYVĂ&#x201E;SL 4LHU ZJVYLZ MVY Z[YVUN HUK ]LY` Z[YVUN L_HTWSLZ VM HSS 9PZR ;`WLZ HYL THWWLK VU[V [OL 9;P ZJHSL ILSV^ HS\H[LZ [OLT WYLJPZLS` ILMVYL NP]PUN [OLPY ]PL^ ;OLZL YLZ\S[Z Z\NNLZ[ [OH[ 2L]PU Z 9PZR ([[P[\KL ^PSS IL X\P[L ]HYPHISL PUMS\LUJPUN [OL HTV\U[ VM YPZR OL PZ WYLWHYLK [V [HRL PU KPMMLYLU[ ZP[\H[PVUZ HUK JPYJ\TZ[HUJLZ 0[ PZ UV[ \U\Z\HS MVY WLVWSL [V IL TVYL L TVZ[ L_[YLTL L_HTWSLZ HYL JHST JH\[PV\Z HUK JVVSOLHKLK I\[ TH` IL V]LY JVUMPKLU[ (S[OV\NO UV[ JVTMVY[HISL [HRPUN YPZRZ PU HYLHZ ^OLYL [OL` HYL VU MHTPSPHY [LYYP[VY` ^OLYL [OL` OH]L L_WLYPLUJL HUK HPK VM YPZR [OL` ^VYR [V LSPTPUH[L \UJLY[HPU[` [OYV\NO JHYLM\S WSHUUPUN H[[LU[PVU [V KL[HPS HUK I` L_WLY[PZL VY PU ZP[\H[PVUZ [OH[ HYL UV[ JYP[PJHS PU HU` ^H` /V^L]LY [OPZ ]HYPHIPSP[` VM H[[P[\KL ^PSS OH]L H UZPKLYPUN [OL VW[PVUZ ^P[O WHPUZ[HRPUN JHYL 5LP[OLY HU_PV\Z HUK LTV[PVUHS UVY ZWVU[HULV\Z HUK

W\SZP]L [OL +LSPILYH[L ;`WL PZ JHSJ\SH[LK HUK Z\YL MVV[LK â&#x2014;?

â&#x2014;?

+,30),9(;,

TVKLYH[PUN LMMLJ[ VU [OL ^H` [OH[ 2L]PU Z 9PZR ;`WL WSH`Z V\[ PU KPMMLYLU[ LU]PYVUTLU[Z â&#x2014;? :765;(5,6<:

>(9@

â&#x2014;?

;@70*(3

â&#x2014;?

(+=,5;<96<:

6M [OL MP]L HYLHZ ÔLYL 9PZR ([[P[\KL OHZ ILLU HZZLZZLK [OL -PUHUJPHS HYLH PZ [OL VUL PU ÔPJO 2L]PU Z ZR ;`WL KLZJYPW[PVUZ HYL PUMVYTLK NLULYHSPZH[PVUZ IHZLK VU KLJHKLZ VM WLYZVUHSP[` YLZLHYJO HUK â&#x2014;? 05;,5:, â&#x2014;? *6476:,+ â&#x2014;? 79<+,5; â&#x2014;? *(9,-9,, H[[P[\KL ^PSS TVZ[ PUMS\LUJL [OL YPZRZ OL PZ WYLWHYLK [V [HRL 0U TH[[LYZ VM MPUHUJL OL TH` [OLYLMVYL IL WLYPLUJLK WYVMPSL PU[LYWYL[H[PVU >OPSL [OL LZZLUJL VM H [`WL KLZJYPW[PVU ^PSS IL HJJ\YH[L MVY [OL THQVYP[` WYLWHYLK [V IL TVYL MSL_PISL HUK YPZR [HRPUN [OHU Z\NNLZ[LK I` OPZ 9PZR ;`WL [OVZL MHSSPUN PU[V [OH[ NYV\W PUKP]PK\HSZ ^PSS ]HY` PU WHY[PJ\SHY KL[HPSZ HUK PU [OL KLNYLL [V ÔPJO [`WL

HYHJ[LYPZ[PJZ KVTPUH[L [OLPY V]LYHSS WLYZVUH

;OL HYLH ^OLYL 2L]PU Z H[[P[\KL ZLLTZ [V IL TVZ[ JH\[PV\Z HUK JVUZLY]H[P]L PZ 9LJYLH[PVUHS 9PZR 0U YLJYLH[PVUHS TH[[LYZ OL TH` IL TVYL ^HY` [OHU Z\NNLZ[LK I` OPZ 9PZR ;`WL [OL MVSSV^PUN WHNLZ ^L JVUZPKLY [OL KL[HPSZ VM 2L]PUÂťZ MP[ ^P[O [OPZ 9PZR ;`WL

Page 3

Page 25

Part Part 1: Risk Type

2: Resource Material

B - Individual Interpreting the Risk Type graphic

Profiles

Part 2: Risk Attitude

Interpreting the Risk Attitude graphic

WĂ&#x2019;STRONGLYĂ&#x2019;DOESĂ&#x2019;.EILĂ&#x2019;REFLECTĂ&#x2019;HISĂ&#x2019;2ISKĂ&#x2019;4YPE

Summary: Nate Bridges

THYRLY Â&#x2039; KLUV[LZ ^OPJO VM [OL 9PZR ;`WLZ ILZ[ MP[Z 5LPSÂťZ KPZWVZP[PVU [V^HYKZ YPZR ;OL ULHYLY P[ PZ

Each point on this page reflects Nateâ&#x20AC;&#x2122;s responses to a small cluster of questions focused on one quite V\[ZPKL LKNL [OL TVYL HJJ\YH[L [OH[ [`WL KLZJYPW[PVU ^PSS IL MVY OPT -VY [OVZL ULHYLY [OL JLU[YL (S[OV\NO 9PZR ;`WL LZ[HISPZOLZ 5LPSÂťZ IHZLSPUL KPZWVZP[PVU [V^HYKZ YPZR PU NLULYHS [OPZ ^PSS IL TVKLYH[LK 9PZR ;`WL ^PSS JVSV\Y [OLPY KPZWVZP[PVU [V^HYKZ YPZR I\[ UV[ ZV PU[LUZLS` ;OL 9PZR ;`WL *VTWHZZÂ? PZ I` SPML L_WLYPLUJL HUK I` OPZ WLYZVUHS JPYJ\TZ[HUJLZ 9PZR ([[P[\KL TH` [OLYLMVYL ]HY` V]LY [PTL HUK PU distinct characteristic. They may provide additional insights that help to qualify or personalise the more [PU\V\Z ZWLJ[Y\T ^P[O LHJO [`WL ZOHYPUN ZVTL JOHYHJ[LYPZ[PJZ ^P[O P[Z ULPNOIV\YZ HUK ^P[O MHJPUN YLZWLJ[ VM KPMMLYLU[ RPUKZ VM YPZR )LSV^ ^L JVTWHYL 5LPSÂťZ H[[P[\KLZ [V YPZR PU MP]L KVTHPUZ! -PUHUJPHS 9PZR generalised Risk Type description.

ILPUN VWWVZP[LZ ;OPZ HZZLZZTLU[ PKLU[PMPLZ 5LPS HZ H TPSK L_HTWSL VM [OL (K]LU[\YV\Z 9PZR ;`WL :VJPHS 9PZR /LHS[O :HML[` 9PZR ,[OPJHS 9PZR HUK 9LJYLH[PVUHS 9PZR THYRLY MHSSZ JSVZL [V H [`WL IV\UKHY` ZV P[ ^PSS HSZV IL ^VY[O YLHKPUN [OL ULPNOIV\YPUN [`WL

PW[PVU

Part 3: Overall Rating for Risk Tolerance Risk Tolerance index (RTi)

Where Neil is most comfortable taking risks

;OL ZPaL VM [OL ZLNTLU[Z PU [OL NYHWOPJ ZOV^ OV^ YLSH[P]LS` JVTMVY[HISL 5LPS J\YYLU[S` PZ PU [HRPUN YPZRZ PU LHJO KVTHPU 9H[OLY [OHU JVTWHYPUN 5LPS [V V[OLY WLVWSL [OPZ NYHWOPJ PZ HIV\[ OPZ V^U WYLMLYLUJLZ ;OL ÂťÂť Nate appears to have a positive and optimistic approach to life. ZLNTLU[Z ZOV^ ^OPJO RPUK VM YPZR OL PZ TVZ[ JVTMVY[HISL ^P[O L YVV[ VM [OPZ 9PZR ;`WL PZ H JVTIPUH[PVU VM H N\UN OV PTW\SZP]P[` HUK MLHYSLZZULZZ ;OL TVZ[ L_[YLTL

Risk Type: Adventurous (mild)

k Type: Adventurous

;OL U\TLYPJ ZJHSL PU [OL NYHWOPJ ILSV^ PZ MVY [OL 9PZR ;VSLYHUJL 0UKL_ 9;P HU LZ[PTH[L VM [VSLYHUJL MVY

ÂťÂť He probably does not allow intuitions or feelings to overwhelm the logic of his decisions. WSLZ HYL WLVWSL ÔV HYL ULP[OLY HU_PV\Z HIV\[ YPZR UVY T\JO YLZ[YHPULK I` JH\[PVU ;OL` JVTIPUL YPZR IHZLK VU IV[O 9PZR ;`WL HUK VU HU PUKP]PK\HS Z H[[P[\KLZ [V KPMMLYLU[ RPUKZ VM YPZR @V\Y WVZP[PVU VU ZP]P[` ^P[O H KLLWS` JVUZ[P[\[PVUHS JHSTULZZ HUK HYL UV[ PU H^L VM J\Z[VT [YHKP[PVU VY JVU]LU[PVU ÂťÂť At times, he may be impatient with delays and want quick results. [OL 9PZR ;`WL *VTWHZZÂ? KLMPULZ `V\Y 9;P HUK [OL L_[LU[ [V ÔPJO `V\Y H[[P[\KL ]HYPLZ MVY KPMMLYLU[ [`WLZ L HYL PTWLY[\YIHISL PU[YLWPK L_JP[LTLU[ ZLLRLYZ ÔV RLLW [OLPY ULY]L

ÂťÂť Nate is likely to be a quick thinking individual who is rarely lost for words. VM YPZR ZP[\H[PVUZ KLMPULZ `V\Y *VTMVY[ AVUL ;OPZ PZ YLWYLZLU[LK PU [OL NYHWOPJ ILSV^ I` [OL IHY VU [OL ÂťÂť He appears to be excited by variety, novelty and change. 9PZR ([[P[\KL WYVĂ&#x201E;SL TVYL NLULYHS SL]LS [OPZ [`WL HYL YLZPSPLU[ HUK H[[YHJ[LK I` L_JP[LTLU[ ;OL` ^PSS IL VWLU [V UL^ JOHY[ ÂťÂť He seems to seek excitement and;OLZL YLZ\S[Z Z\NNLZ[ [OH[ 5LPS Z 9PZR ([[P[\KL ^PSS ]HY` ZVTL^OH[ KLWLUKPUN VU [OL ZP[\H[PVU HUK [OL is open to new experiences. PLUJLZ HUK ^PSS KLHS \ULTV[PVUHSS` ^P[O KPZHWWVPU[TLU[Z HUK \UL_WLJ[LK [\YUZ VM L]LU[ ;OLPY

]L \WILH[ V\[SVVR HUK KLZPYL MVY Z[PT\SH[PUN JOHSSLUNLZ HSSV^Z [OLT [V W\YZ\L [OLPY HK]LU[\YLZ ^P[O JPYJ\TZ[HUJLZ 0[ TH` IL [OH[ OL PZ OHWWPLY [V [HRL H IP[ TVYL YPZR PU HYLHZ ^OLYL OL OHZ ZVTL L_WLYPLUJL ÂťÂť Nate seems to be open to quite extreme activities and risky ventures. 4LHU ZJVYLZ MVY Z[YVUN HUK ]LY` Z[YVUN L_HTWSLZ VM HSS 9PZR ;`WLZ HYL THWWLK VU[V [OL 9;P ZJHSL ILSV^ UPTP[` 5V[ WHY[PJ\SHYS` ^LSS VYNHUPZLK VY WY\KLU[ [OLPY KLJPZPVU THRPUN PZ SPRLS` [V IL PUMS\LUJLK I` HUK L_WLY[PZL VY PU ZP[\H[PVUZ [OH[ HYL UV[ JYP[PJHS PU HU` ^H` ÂťÂť He appears to be organised and sets himself high standards. [OLPY SHJR VM HU_PL[` HUK [OLPY PTW\SZP]LULZZ

ÂťÂť He appears focused and clear about what he wants to achieve. 6M [OL MP]L HYLHZ ^OLYL 9PZR ([[P[\KL OHZ ILLU HZZLZZLK [OL 9LJYLH[PVUHS HYLH PZ [OL VUL PU ^OPJO 5LPS Z

;`WL KLZJYPW[PVUZ HYL PUMVYTLK NLULYHSPZH[PVUZ IHZLK VU KLJHKLZ VM WLYZVUHSP[` YLZLHYJO HUK H[[P[\KL ^PSS TVZ[ PUMS\LUJL [OL YPZRZ OL PZ WYLWHYLK [V [HRL 0U YLJYLH[PVUHS TH[[LYZ OL TH` [OLYLMVYL IL â&#x2014;? +,30),9(;, PLUJLK WYVMPSL PU[LYWYL[H[PVU >OPSL [OL LZZLUJL VM H [`WL KLZJYPW[PVU ^PSS IL HJJ\YH[L MVY [OL THQVYP[` WYLWHYLK [V IL TVYL MSL_PISL HUK YPZR [HRPUN [OHU Z\NNLZ[LK I` OPZ 9PZR ;`WL â&#x2014;? :765;(5,6<: ZL MHSSPUN PU[V [OH[ NYV\W PUKP]PK\HSZ ^PSS ]HY` PU WHY[PJ\SHY KL[HPSZ HUK PU [OL KLNYLL [V ^OPJO [`WL â&#x2014;? >(9@ â&#x2014;? ;@70*(3 â&#x2014;? (+=,5;<96<: J[LYPZ[PJZ KVTPUH[L [OLPY V]LYHSS WLYZVUH ;OL HYLH ^OLYL 5LPS Z H[[P[\KL ZLLTZ [V IL TVZ[ JH\[PV\Z HUK JVUZLY]H[P]L PZ :VJPHS 9PZR 0U ZVJPHS â&#x2014;?

05;,5:,

â&#x2014;?

79<+,5;

MVSSV^PUN WHNLZ ^L JVUZPKLY [OL KL[HPSZ VM 5LPSÂťZ MP[ ^P[O [OPZ 9PZR ;`WL

*6476:,+ ZP[\H[PVUZ OL TH` IL TVYL ^HY` [OHU Z\NNLZ[LK I` OPZ 9PZR ;`WL â&#x2014;?

â&#x2014;?

*(9,-9,,

Page 3

The mid-point of the solid bar in this RTi graphic marks the level of risk tolerance associated with the Risk ÂŠ Copyright Psychological Consultancy Limited, 2012, all rights reserved. ;`WL YH[PUN ;OL SLUN[O VM [OL IHY PUKPJH[LZ [OL ]HYPHIPSP[` PU 9PZR ;VSLYHUJL Z\NNLZ[LK I` KPÉ&#x2C6;LYLUJLZ PU

9PZR ([[P[\KL HJYVZZ [OL Ă&#x201E;]L YPZR KVTHPUZ

Page 26

Part 2: Resource Material

Part 1: Risk Type B - Individual Profiles

Interpreting the Risk Type graphic

WĂ&#x2019;STRONGLYĂ&#x2019;DOESĂ&#x2019;.IGELĂ&#x2019;REFLECTĂ&#x2019;HISĂ&#x2019;2ISKĂ&#x2019;4YPE Summary: Nigel Allman

Part 2: Risk Attitude

Interpreting the Risk Attitude graphic

THYRLY Â&#x2039; KLUV[LZ ^OPJO VM [OL 9PZR ;`WLZ ILZ[ MP[Z 5PNLSÂťZ KPZWVZP[PVU [V^HYKZ YPZR ;OL ULHYLY P[ PZ Each point on this page reflects Nigelâ&#x20AC;&#x2122;s responses to a small cluster

of questions focused on one quite

L V\[ZPKL LKNL [OL TVYL HJJ\YH[L [OH[ [`WL KLZJYPW[PVU ^PSS IL MVY OPT -VY [OVZL ULHYLY [OL JLU[YL distinct characteristic. They may provide(S[OV\NO 9PZR ;`WL LZ[HISPZOLZ 5PNLSÂťZ IHZLSPUL KPZWVZP[PVU [V^HYKZ YPZR PU NLULYHS [OPZ ^PSS IL TVKLYH[LK additional insights that help to qualify or personalise the more 9PZR ;`WL ^PSS JVSV\Y [OLPY KPZWVZP[PVU [V^HYKZ YPZR I\[ UV[ ZV PU[LUZLS` ;OL 9PZR ;`WL *VTWHZZÂ? PZ I` SPML L_WLYPLUJL HUK I` OPZ WLYZVUHS JPYJ\TZ[HUJLZ 9PZR ([[P[\KL TH` [OLYLMVYL ]HY` V]LY [PTL HUK PU generalised Risk Type description. U[PU\V\Z ZWLJ[Y\T ^P[O LHJO [`WL ZOHYPUN ZVTL JOHYHJ[LYPZ[PJZ ^P[O P[Z ULPNOIV\YZ HUK ^P[O MHJPUN YLZWLJ[ VM KPMMLYLU[ RPUKZ VM YPZR )LSV^ ^L JVTWHYL 5PNLSÂťZ H[[P[\KLZ [V YPZR PU MP]L KVTHPUZ! -PUHUJPHS

Z ILPUN VWWVZP[LZ ;OPZ HZZLZZTLU[ PKLU[PMPLZ 5PNLS HZ H Z[YVUN L_HTWSL VM [OL *HYLMYLL 9PZR ;`WL 9PZR :VJPHS 9PZR /LHS[O :HML[` 9PZR ,[OPJHS 9PZR HUK 9LJYLH[PVUHS 9PZR ÂťZ THYRLY MHSSZ JSVZL [V H [`WL IV\UKHY` ZV P[ ^PSS HSZV IL ^VY[O YLHKPUN [OL ULPNOIV\YPUN [`WL

YPW[PVU

Part 3: Overall Rating for Risk Tolerance Risk Tolerance index (RTi)

Where Nigel is most comfortable taking risks ;OL U\TLYPJ ZJHSL PU [OL NYHWOPJ ILSV^ PZ MVY [OL 9PZR ;VSLYHUJL 0UKL_ 9;P HU LZ[PTH[L VM [VSLYHUJL MVY ;OL ZPaL VM [OL ZLNTLU[Z PU [OL NYHWOPJ ZOV^ OV^ YLSH[P]LS` JVTMVY[HISL 5PNLS J\YYLU[S` PZ PU [HRPUN YPZRZ PU

LHJO KVTHPU 9H[OLY [OHU JVTWHYPUN 5PNLS [V V[OLY WLVWSL [OPZ NYHWOPJ PZ HIV\[ OPZ V^U WYLMLYLUJLZ ;OL k Type: Carefree Risk Type: Carefree (strong) YPZR IHZLK VU IV[O 9PZR ;`WL HUK VU HU PUKP]PK\HS Z H[[P[\KLZ [V KPMMLYLU[ RPUKZ VM YPZR @V\Y WVZP[PVU VU

ZLNTLU[Z ZOV^ ^OPJO RPUK VM YPZR OL PZ TVZ[ JVTMVY[HISL ^P[O L YVV[ VM [OPZ 9PZR ;`WL HYL OPNO SL]LSZ VM ZWVU[HULP[` JOHSSLUNL [V JVU]LU[PVU HUK H WYLMLYLUJL MVY ÂťÂť Nigel may react emotionally to events and be inclined toward fluctuating moods. [OL 9PZR ;`WL *VTWHZZÂ? KLMPULZ `V\Y 9;P HUK [OL L_[LU[ [V ^OPJO `V\Y H[[P[\KL ]HYPLZ MVY KPMMLYLU[ [`WLZ S[` HUK L_JP[LTLU[ V]LY YV\[PUL ;OL TVZ[ L_[YLTL L_HTWSLZ TH` ZLLT PTWL[\V\Z JHYLSLZZ HUK Âť Âť It seems that he will generally be disposed to trust others and have faith in their good intentions. VM YPZR ZP[\H[PVUZ KLMPULZ `V\Y *VTMVY[ AVUL ;OPZ PZ YLWYLZLU[LK PU [OL NYHWOPJ ILSV^ I` [OL IHY VU [OL [PLU[ ;OL` HYL SPRLS` [V VW[ MVY ]HYPL[` V]LY JVUZPZ[LUJ` L_JP[LTLU[ V]LY JH\[PVU HJ[PVU V]LY WSHUUPUN ÂťÂť At times, he may be impatient with delays and want quick results. JOHY[ UKP]PK\HSP[` V]LY JVUMVYTP[` ;OL` MLLS JVUZ[YHPULK I` WL[[` Y\SLZ [YHKP[PVUZ VY ILPUN TPJYV THUHNLK ÂťÂť Nigel is likely to be a quick thinking individual who is rarely lost for words. \NO UV[ UH[\YHSS` TL[OVKPJHS VY H[[LU[P]L [V KL[HPS [OPZ [`WL ^PSS WYV]PKL H JOHSSLUNL [V KVNTH HUK 9PZR ([[P[\KL WYVĂ&#x201E;SL O VWWVY[\UP[PLZ [V IYLHR UL^ NYV\UK ÂťÂť He appears to be excited by variety, novelty and change.

4LHU ZJVYLZ MVY Z[YVUN HUK ]LY` Z[YVUN L_HTWSLZ VM HSS 9PZR ;`WLZ HYL THWWLK VU[V [OL 9;P ZJHSL ILSV^

;OLZL YLZ\S[Z Z\NNLZ[ [OH[ 5PNLS Z 9PZR ([[P[\KL ^PSS ]HY` ZVTLÔH[ KLWLUKPUN VU [OL ZP[\H[PVU HUK [OL TVYL NLULYHS SL]LS [OPZ [`WL ^LSJVTL ]HYPL[` HUK ]HS\L [OLPY PUKLWLUKLUJL HUK WLYZVUHS H\[VUVT` JPYJ\TZ[HUJLZ 0[ TH` IL [OH[ OL PZ OHWWPLY [V [HRL H IP[ TVYL YPZR PU HYLHZ ÔLYL OL OHZ ZVTL L_WLYPLUJL OPNOS` TL[OVKPJHS I\[ LHZPS` KP]LY[LK [V UL^ PU[LYLZ[Z [OL` TH` UV[ HS^H`Z ZLLT ]LY` MVJ\ZLK ;OL` HUK L_WLY[PZL VY PU ZP[\H[PVUZ [OH[ HYL UV[ JYP[PJHS PU HU` ^H` [ [OLPY ILZ[ PU MHZ[ TV]PUN ZP[\H[PVUZ VY ÔLU VU H WLYZVUHS TPZZPVU [OH[ NP]LZ [OLT H JSLHY W\YWVZL â&#x2014;? +,30),9(;, ZLUZL VM KPYLJ[PVU 6M [OL MP]L HYLHZ ÔLYL 9PZR ([[P[\KL OHZ ILLU HZZLZZLK [OL /LHS[O HUK :HML[` HYLH PZ [OL VUL PU ÔPJO â&#x2014;?

:765;(5,6<:

5PNLS Z H[[P[\KL ^PSS TVZ[ PUMS\LUJL [OL YPZRZ OL PZ WYLWHYLK [V [HRL 0U TH[[LYZ VM OLHS[O HUK ZHML[` OL TH` â&#x2014;? >(9@ â&#x2014;? ;@70*(3 â&#x2014;? (+=,5;<96<: ;`WL KLZJYPW[PVUZ HYL PUMVYTLK NLULYHSPZH[PVUZ IHZLK VU KLJHKLZ VM WLYZVUHSP[` YLZLHYJO HUK [OLYLMVYL IL WYLWHYLK [V IL TVYL MSL_PISL HUK YPZR [HRPUN [OHU Z\NNLZ[LK I` OPZ 9PZR ;`WL â&#x2014;? 05;,5:, â&#x2014;? *6476:,+ YPLUJLK WYVMPSL PU[LYWYL[H[PVU >OPSL [OL LZZLUJL VM H [`WL KLZJYPW[PVU ^PSS IL HJJ\YH[L MVY [OL THQVYP[` â&#x2014;? 79<+,5; â&#x2014;? *(9,-9,, VZL MHSSPUN PU[V [OH[ NYV\W PUKP]PK\HSZ ^PSS ]HY` PU WHY[PJ\SHY KL[HPSZ HUK PU [OL KLNYLL [V ^OPJO [`WL ;OL HYLH ^OLYL 5PNLS Z H[[P[\KL ZLLTZ [V IL TVZ[ JH\[PV\Z HUK JVUZLY]H[P]L HYL ,[OPJHS -PUHUJPHS HUK HJ[LYPZ[PJZ KVTPUH[L [OLPY V]LYHSS WLYZVUH :VJPHS 9PZR 0U ZVTL TH[[LYZ VM WYPUJPWSL TH[[LYZ VM MPUHUJL HUK ZVJPHS ZP[\H[PVUZ OL TH` IL TVYL ^HY`

L MVSSV^PUN WHNLZ ^L JVUZPKLY [OL KL[HPSZ VM 5PNLSÂťZ MP[ ^P[O [OPZ 9PZR ;`WL

[OHU Z\NNLZ[LK I` OPZ 9PZR ;`WL

Page 3

Page 27

Part 2: Resource Materials C - Risk Type Strengths and Weaknesses

This section is designed to support your further consideration about the likely implications of this group

profile. It highlights, for each Risk Type, some of the most common benefits and limitations. These points should be considered in the light of representation of each Risk Type within the group and its likely influence on group functioning and dynamics.

Deliberate (moderate influence)

The Deliberate Type represents a distinctive component of this group. This type has a moderate influence over the group’s dynamics.

The following points highlight the potential contributions of the Prudent Type to a team: »» This type offers a measured and precise approach to risk-taking in the group.

»» Though they are not unnerved by risk, they are still inclined to carefully consider things before making decisions.

»» They prefer clarity over ambiguity and their thorough approach can have an impact on group decision-making.

»» They are likely to be level-headed and calm during times of uncertainty.

»» Typically up-beat, even in difficult times they tend to bring a degree of optimism to the group. The following points highlight the potential disadvantages of the Prudent Type to a team:

»» This type may be so self assured that they are unreceptive to other viewpoints within the group. »» They can be so thorough weighing up the pros and cons that they miss opportunities. »» Their ardent adherence to rules can delay group decision-making.

»» Their caution may mean that they miss key opportunities for wider experience.

»» Their calm, rational and methodical approach may come across as insensitivity to others. Interaction:

»» The Deliberate Type would serve to compliment teams that are overwhelmed by some of the

more emotionally volatile, disorganised or impulsive Risk Types. The fearless, systematic and

level headed approach adopted by Deliberate types is particularly suited to working environments characterised by high responsibility, high stress and where the negative consequences for failure are high.

»» Their willingness to do the groundwork necessary to ameliorate risk and to take responsibility for the outcome will make them successful in arenas that would either disconcert the cautious, or defeat more impulsive types. Opposite Type: Spontaneous

Part 2: Resource Materials C - Risk Type Strengths and Weaknesses

Adventurous (moderate influence)

The Adventurous Type represents a distinctive component of this group. This type has a moderate influence over the group’s dynamics.

The following points highlight the potential contributions of the Adventurous Type to a team: »» Excited by novelty, groups characterised by this type may welcome radical ideas and new experiences.

»» Calm and level-headed, they offer an element of resilience to a team, remaining composed even in extreme situations.

»» Taking everything in their stride, groups with a high proportion in this type are adaptable and can cope with the unexpected.

»» Straight forward to deal with, they don’t hold grudges or dwell on past events.

»» Being optimistic, teams governed by the Adventurous Type are quick to find alternatives despite setbacks.

»» Their impulsive, freewheeling nature allows them to make quick decisions. The following points highlight the potential disadvantages of the Adventurous Type to a team: »» Groups characterised by this type can be impulsive and capable of rash decisions. »» Their confidence may make them prone to unrealistically optimism.

»» At times they may seem almost oblivious to the level of risk they are taking.

»» Being self-assured but impulsive, groups with a high proportion in this type may miss vital detail or new information.

»» Impetuous and unpredictable, they may neglect to evaluate the possible consequences.

»» Teams weighted towards this type are not always attentive or receptive to advice from others. »» They may have a casual approach to rules and procedures.

»» Probably somewhat disorganised in their affairs, they may struggle with the detail. »» They can be impatient with bureaucracy and repetitive or routine tasks. Interaction:

»» Absence may lose the competitive edge to teams that are more Adventurous. »» For all their gung-ho intrepidness - they still add to the resilience of the team.

»» May be missed in times of disaster or serious threat as a source of calmness and daring. Opposite Type: Wary

Part 2: Resource Materials C - Risk Type Strengths and Weaknesses

Carefree (weak influence)

The Carefree Type represents a distinctive component of this group. This type has a weak influence over the group’s dynamics.

The following points highlight the potential contributions of the Carefree Type to a team: »» Uninhibited by the traditional view, they may cut through to the core issues.

»» Being excitement seeking and open to risk-taking, they may relish the uncertainty of jumping in at the deep end.

»» They are likely to offer a more open-minded and action-oriented approach to the team.

»» Their preference for action over planning can have a dynamic and energising influence on group members.

»» Their direct approach may challenge petty rules and unnecessary procedures. The following points highlight the potential disadvantages of the Carefree Type to a team: »» This type’s impulsivity can lead to reckless group decision-making.

»» They may not always be attentive or receptive to advice from other group members.

»» Not particularly compliant, they are likely to bend the rules and circumvent procedures. »» They may be disorganised in their affairs and need help in planning events or projects.

»» Impatient with routine, these group members may find repetitive or detailed tasks wearisome and stressful.

Interaction:

»» The adaptable, action-oriented and variety-seeking nature of the Carefree Type would make an effective contribution to teams that are bogged down by convention, caution or routine.

»» Contexts that require adaptability, quick decision-making and continuous change are particularly compatible for Carefree Types.

Opposite Type: Prudent

Part 2: Resource Materials C - Risk Type Strengths and Weaknesses

Prudent (weak influence)

The Prudent Type represents a distinctive component of this group. This type has a weak influence over the group’s dynamics.

The following points highlight the potential contributions of the Prudent Type to a team: »» This Risk Type contributes a systematic and organised element to the group dynamic. »» They prefer to research decisions carefully and seek out detailed information. »» Keen on security, any risk that they take will be carefully calculated. »» They are likely to comply with rules and established procedures. »» They like to work within clear and consistent frameworks.

»» Conservative and compliant, they will defer to tradition and convention. The following points highlight the potential disadvantages of the Prudent Type to a team: »» This Risk Type is uncomfortable with ambiguity, change and innovation.

»» Their caution may lead to missed opportunities, especially in fast-paced situations. »» Their focus on detail may limit the group’s ability to think strategically.

»» Their allegiance to established practices may blind them to their weak points. »» Their high standards can make them seem fussy, perfectionistic and critical. Interaction:

»» The careful, organised approach adopted by the Prudent Type can compliment groups that are characterised by some of the less detail-conscious types. The structure and organisation that

Prudent Types contribute is vital for tasks that require careful consideration and attention-to-detail, or when the consequences for failure are high. Opposite Type: Carefree

Part 2: Resource Materials C - Risk Type Strengths and Weaknesses

Composed (weak influence)

The Composed Type represents a distinctive component of this group. This type has a weak influence over the group’s dynamics.

The following points highlight the potential contributions of the Composed Type to a team: »» This type is likely to be calm and level-headed in situations that unsettle others. »» They are able to remain effective and unperturbed when things go wrong.

»» Whatever happens, they are likely to remain composed, consistent and even-handed.

»» They are unlikely to dwell on their mistakes or past decisions that cannot be changed. »» Such people tend to have confidence in their own ability.

»» They are likely to be up-beat and optimistic about the future.

»» People like this tend to be patient, purposeful and unhurried.

»» They remain calm and composed, even when faced with serious difficulties.

»» They are likely to be optimistic about the future; even when the going is tough. The following points highlight the potential disadvantages of the Composed Type to a team: »» This type can be so optimistic that they fail to evaluate or anticipate risk.

»» Certainty about their decisions may make them slow to pick up signs of difficulty. »» Being so confident in their opinions, they may miss vital new information. »» They can appear oblivious to the level of risk associated with a proposal.

»» These people may ignore or dismiss negative feedback about their performance.

»» They can be so sure of themselves that they may seem self-important or arrogant.

»» Not much concerned about risk themselves, expectations of others may be unrealistic. Interaction:

»» Absence would have greatest negative impact on team resilience.

»» At times of panic and uncertainty their calmness would be missed.

»» Their ‘can-do’ optimism might have been a major source of inspiration and motivation. Opposite Type: Intense

Part 2: Resource Materials C - Risk Type Strengths and Weaknesses

Wary (no influence)

The Wary Type is not represented in this group and has no influence over the dynamics of the group. The following points highlight the potential contributions of the Wary Type to a team:

»» Anxious and prudent by nature, this Risk Type offers a degree of caution to group decision-making. »» They will be alert to the potential risks in any idea or proposal and are keen to minimise risk where possible.

»» Systematic and conscientious, they tend to prefer a planned and structured approach to group projects and tasks.

The following points highlight the potential disadvantages of the Wary Type to a team:

»» This type’s caution and emphasis on security may make them indecisive in group decision-making. »» Their concern with doing things by the rule book, may make them reluctant to innovate.

»» Their deference towards convention may limit the group’s ability to remain flexible and adaptable. Interaction:

»» The precision and organisation of Wary types assures a degree of caution within the team dynamic that would be vital in situations where the consequences of failure are likely to be critical and

severe. However, an over representation of this type can result in an approach to work that is bogged down by routine, caution and convention.

»» Wary types would serve to compliment some of the more resilient and impulsive Risk Types through their cautious attention to detail and emotional commitment.

Opposite Type: Adventurous

Part 2: Resource Materials C - Risk Type Strengths and Weaknesses

Spontaneous (no influence)

The Spontaneous Type is not represented in this group and has no influence over the dynamics of the group.

The following points highlight the potential contributions of the Spontaneous Type to a team: »» This Risk Type brings an element of thrill seeking to the group.

»» As they are sensitive, they may be resentful of criticism, though they learn from mistakes quickly. »» They are likely to feel strongly about things and to be passionate in their commitments. »» Once ‘on board’ with a project, they should be able to make quick decisions.

»» Such people are likely to be open-minded about new ideas and opportunities. »» They are usually very realistic about their shortcomings.

»» More impulsive than most, they commit to people and projects with enthusiasm. The following points highlight the potential disadvantages of the Spontaneous Type to a team: »» This Risk Type can make rash decisions and then feel remorseful if things go wrong. »» They can be impulsive and easily distracted.

»» Sometimes they will take things personally when no criticism was intended. »» Their changeable moods may make them seem hard to please. »» They may appear disorganised and inattentive to the details.

»» Feeling things deeply, they may struggle to make calm and rational decisions.

»» If things go wrong, they may tend to suspect others before questioning themselves. »» Not being particularly compliant, they may bend rules or procedures. »» They may tend to dwell on past failures. Interaction:

»» Absence may be missed in terms of passion and creativity. »» A major source of an “if only we could” attitude.

»» Seeking relief from self-doubt they make a dash for salvation in unrealisable dreams. »» Falling short of their aim for the stars, they may reach the moon. Opposite Type: Deliberate

Part 2: Resource Material C - Risk Type Strengths and Weaknesses

Intense (no influence)

The Intense Type is not represented in this group and has no influence over the dynamics of the group. The following points highlight the potential contributions of the Intense Type to a team: »» This Risk Type is unlikely to be either complacent or apathetic.

»» If engaged with the group, they will commit with emotion and passion. »» They are alert to the potential risk in any proposition.

»» Candid and unpremeditated, they will speak their mind.

»» Self-aware and realistic about their limitations, they don’t over state their talents. »» Sensitive about past failures, they work hard to avoid repeating mistakes.

The following points highlight the potential disadvantages of the Intense Type to a team: »» They may tend to deflect personal criticism by highlighting the failings of others.

»» The intensity of this type can make them unpredictable and edgy under pressure. »» Their emotionality may interfere with calm, rational decision-making.

»» Anxious not to risk failure, they may be reluctant to move beyond their comfort zone. »» Worried about things going wrong, they may tend to over-react to minor set-backs. »» Sensitive about any shortcomings, they may tend to over state their limitations. Interaction:

»» Depending on the context, the sensitive, self-critical aspects of the Intense Type can compliment

some of the more imperturbable Risk Types. Being critical of past negative feedback, they are likely to learn from their mistakes and are acutely aware of the negative consequences of any risk.

»» Intense types offer a degree of emotional involvement that many other types do not. However, in

certain situations that require a measured, rational approach, it would likely benefit the team if this emotionality were balanced by a calm and measured approach to risk taking, evident through the Composed or Adventurous types for example.

Opposite Type: Composed