Entrepreneurial Mindset Profile
Discover how you naturally turn possibilities into action.
Entrepreneurship is about more than starting a business. It can be seen in how we identify opportunities, challenge assumptions, respond to uncertainty, make decisions and turn ideas into meaningful results.
This profile is designed to help you explore your own entrepreneurial tendencies and identify where your natural strengths — and your greatest development opportunities — may lie.
Your answers should describe you as you are today.
You will see 40 statements. Consider each one and select the response that most closely reflects how you generally think or behave.
There are no right or wrong answers. Try not to choose what you believe an entrepreneur should say. The value comes from answering as naturally and honestly as possible.
Your Entrepreneurial Mindset Profile
Your results describe your current entrepreneurial tendencies. They are designed to help you recognise patterns, explore potential blind spots and identify useful areas for development.
Your Profile at a Glance
Your Top Three Tendencies
Your Entrepreneurial Pattern
Your Development Opportunity
Explore Your Eight Dimensions
Questions for Reflection
Your profile becomes most useful when you connect the results with your own experience. Take a few minutes to consider the following questions.
Turning Insight into Action
Managers Circle · For New, Developing and Experienced Managers Great Managers Are Developed, Not Born
People are often promoted because they are dependable, knowledgeable and technically capable.
Then, almost overnight, they are expected to set direction, motivate different personalities, delegate effectively, manage performance, resolve conflict and take responsibility for the results of other people.
Few are properly prepared for that transition.
The Creating Dynamic Managers Circle is a six-month management and leadership development experience combining individual coaching, professionally facilitated group development, behavioural insight, peer learning and practical workplace application.
It helps managers develop the self-awareness, confidence and practical capability to lead people effectively—while helping their organisations create stronger accountability, more consistent management and better-performing teams.
Maximum 10 members.
The next Circle is planned to commence in October 2026.
Begin with a confidential 45-minute Management Discovery Conversation with Adam Johnson CMgr FCMI. No obligation and no high-pressure sales presentation.
The management effect
Better Managers Do More Than Keep Work Moving
The quality of management affects what people experience every day.
Managers translate organisational direction into priorities, conversations, decisions and action. They influence whether expectations are understood, whether problems are addressed, whether people take ownership and whether customers receive a consistent standard of service.
When managers are confident and capable, they create clarity. They make appropriate decisions, develop their people and address issues before they require senior intervention.
When managers are underprepared, even good intentions can result in confusion, inconsistent communication, delayed conversations and unnecessary escalation.
Developing managers is therefore not simply an employee benefit. It is an investment in the organisation’s ability to perform.
For the manager, that investment provides practical support, greater confidence and a confidential place to work through the responsibilities of leading other people.
For the organisation, it should result in a manager who can accept greater responsibility, address issues at the appropriate level and translate business priorities into clearer action across their team.
The Circle is designed to contribute to:
- Clearer expectations and priorities.
- More confident and consistent management.
- Better delegation and decision-making.
- Greater ownership within teams.
- Earlier and more constructive performance conversations.
- Improved communication between people and departments.
- More effective handling of disagreement and conflict.
- Stronger employee engagement and collaboration.
- Fewer unnecessary escalations to senior leaders.
- More reliable execution of organisational priorities.
- Better customer service through clearer responsibility and follow-through.
- A stronger pipeline of future leaders.
This is not management development for the sake of collecting more information.
It is development intended to improve what managers do when priorities compete, conversations become uncomfortable and their teams look to them for direction.
The reality of becoming a manager
Being Good at the Work Does Not Automatically Prepare Someone to Lead the People Doing It
A new manager may have been one of the strongest performers in the team.
They may understand the work, the customers and the systems better than almost anyone else.
But management introduces a different set of responsibilities.
The manager is no longer measured only by what they personally deliver. They must create the conditions in which other people can succeed.
That requires them to establish expectations, communicate with different personalities, delegate responsibility, give feedback, handle disagreement and balance support with accountability.
Without development, many managers fall back on the behaviours that previously made them successful: doing more themselves, solving every problem, retaining control and avoiding conversations that could affect working relationships.
The result is a capable employee carrying a management title without yet having had the opportunity to build a confident management identity.
Managers may recognise themselves in some of these situations:
- I sometimes feel caught between senior leaders and my team.
- I am not always sure how much authority I have.
- Delegating can take longer than doing the task myself.
- I find it difficult to adjust my approach to different people.
- I delay difficult conversations because I do not want to make matters worse.
- I want to be respected without becoming overly controlling.
- I sometimes provide the answer when I should be developing the other person.
- I can feel confident about the work but less confident about managing people.
- I struggle to balance operational demands with the needs of my team.
- I worry that asking for help will make me appear incapable.
- I find it difficult to challenge someone who was previously a peer.
- I want to know whether I am managing people in the right way.
These experiences do not mean somebody is unsuitable for management.
They usually mean the role has changed more quickly than their development has.
Discuss my management challenges↗The hidden business cost
When Managers Cannot Manage Confidently, Senior Leaders Continue to Carry the Work
The impact rarely remains with one manager.
It travels through the team and into the wider organisation.
Tasks may still be completed and targets may still be reached, but they require more intervention, follow-up and individual effort than they should.
Over time, the symptoms become familiar:
- Team members receive different messages from different managers.
- Expectations are assumed rather than made explicit.
- Problems are passed upwards instead of resolved at the appropriate level.
- Managers wait for permission before acting.
- Performance concerns are allowed to continue.
- Delegation becomes task allocation without genuine ownership.
- Meetings end with activity but without clear responsibility.
- Strong performers become frustrated by inconsistency.
- Senior leaders are repeatedly drawn back into operational detail.
- Customers experience slow responses, poor handovers or different standards.
The cost can be seen in lost time, duplicated effort, avoidable conflict, reduced engagement, management turnover, inconsistent service and missed opportunities.
The answer is not to blame managers for what they have never been taught.
It is to give them the insight, support, practical tools and accountability required to operate at the level their role now demands.
The development journey
From Capable Employee to Confident Manager
Management confidence is built through insight, application and experience.
The Managers Circle helps members understand how they currently lead, recognise the effect they have on other people and make more deliberate choices about how they respond.
The aim is not to manufacture a single “correct” management style.
Effective managers need flexibility. They must know when to provide direction, when to involve others, when to coach, when to challenge and when to step back.
Create Clarity
Communicate priorities, standards and responsibilities so people understand what is required and why it matters.
Adapt Their Communication
Recognise that different people process information, make decisions and respond to pressure in different ways.
Delegate With Confidence
Transfer meaningful responsibility, establish appropriate boundaries and follow up without taking the work back.
Develop Ownership
Help team members think, contribute and solve problems rather than relying on the manager for every answer.
Address Difficult Issues
Prepare for and conduct honest conversations about expectations, behaviour, performance and working relationships.
Lead More Consistently
Make thoughtful choices instead of allowing pressure, habit or uncertainty to determine their management response.
Improve Execution
Turn priorities into clear actions, ownership, measures and follow-through.
Build Stronger Teams
Understand different contributions, create constructive working relationships and build an environment in which people can perform.
Why this model works
Why Conventional Management Training Often Falls Short
Knowing more does not automatically change what a manager does.
A one-day workshop can introduce valuable ideas, but it rarely provides enough time for managers to test them, learn from the result and adapt their behaviour.
An online course can build knowledge, but it cannot always challenge the assumptions a manager brings to a real situation.
A management qualification can provide useful structure, but managers may still need confidential help applying that knowledge to the people they lead.
Internal training can align managers with company processes, but participants may be reluctant to discuss uncertainty, confidence or sensitive working relationships openly.
Individual coaching creates personal space, but managers can also learn enormously from hearing how trusted peers approach similar challenges.
Individual Attention
Personal objectives, challenges and confidential support.
Facilitated Development
Recognised thinking translated into practical management.
Behavioural Insight
Greater awareness of communication, contribution and conflict.
Peer Learning
Trusted perspectives from managers facing comparable demands.
Workplace Application
Learning tested in genuine management situations.
Constructive Challenge
Reflection that questions assumptions and creates choice.
Accountability
Clear actions, follow-through and responsibility for progress.
Impact Reviews
Development connected to workplace outcomes.
This is development that continues after the session and into the workplace.
The programme
Introducing the Creating Dynamic Managers Circle
A six-month management and leadership development experience for new, developing and experienced managers.
The Circle provides a structured but highly practical environment in which managers can understand themselves, strengthen their management capability and work through the genuine challenges they face.
It is not a passive training course, a networking group or a place for managers to sit quietly while somebody presents management theory.
Members are expected to participate, reflect, experiment and take responsibility for applying what they learn.
They will receive individual coaching, professional behavioural profiles, facilitated development, trusted peer perspectives, practical resources and ongoing accountability.
The initial commitment is six months. This gives members time to learn, apply, reflect and improve across different workplace situations.
At the end of the initial period, members can complete their development review and conclude the programme or choose to extend for a further six months to deepen their learning and workplace impact.
The Creating Dynamic approach
What Makes This Circle Different?
Personal, Not Generic
Development begins with the manager: their role, responsibilities, working preferences, confidence, strengths, blind spots and current challenges.
Practical, Not Purely Theoretical
Ideas and frameworks are connected to real conversations, decisions, relationships and priorities. Members are encouraged to apply what they learn and examine the result.
Challenging and Supportive
Managers need a place where they can acknowledge uncertainty without being judged—and where they will also be encouraged to take responsibility and act.
Individual and Collective
One-to-one coaching provides confidential attention. Circle sessions provide perspectives, challenge and learning that cannot be created alone.
Behavioural and Commercial
The Circle develops human capability while remaining connected to operational priorities, execution, accountability, team performance and customer experience.
Structured but Responsive
There is a clear development pathway, but coaching and facilitated discussion respond to the genuine situations members are handling.
Is this the right Circle?
Who Is the Managers Circle For?
The Creating Dynamic Managers Circle is designed for:
- Newly appointed and first-time managers.
- Team leaders and supervisors moving towards broader responsibility.
- Developing managers who have received little formal management development.
- Experienced operational and people managers who have had limited structured development or want to refresh and strengthen their approach.
- Technically capable people learning how to lead through others.
- Managers preparing for their next level of responsibility.
- Organisations developing their management capability and future leadership pipeline.
Members do not need to arrive with every answer.
They do need to be willing to examine their behaviour, listen to other perspectives, contribute to the group and apply what they learn.
I want to develop as a manager
I want greater confidence, practical support and a clearer understanding of how to lead people effectively.
Explore my place in the Circle↗I want to strengthen our management capability
I want one or more of our managers to take greater ownership, lead their teams more confidently and operate with less senior intervention.
Discuss developing a manager↗Two routes · One shared outcome
A more capable manager leading a better-performing team.
Manager: confidence, self-awareness and practical capability + Organisation: consistency, ownership and stronger execution.
Understand yourself before trying to lead everyone else
Greater Self-Awareness Creates Greater Management Choice
Managers cannot adapt an approach they do not recognise.
Every member therefore receives three respected professional profiles, each providing a different lens on how they work and lead.
Insights Discovery
How I communicate, make decisions and adapt to others.
Belbin Team Roles
How I contribute within teams and the work that energises me.
TKI Conflict
How I respond to disagreement and competing priorities.
Insights Discovery
Understand communication preferences, decision-making tendencies, personal strengths, potential blind spots and how to adapt more effectively to others.
Belbin Team Roles
Understand the contribution you are naturally drawn to make, the work that may energise or drain you and how different contributions combine within a team.
Thomas-Kilmann Conflict Mode Instrument
Understand how you tend to respond when priorities compete or disagreement arises—and develop greater choice in how you approach conflict.
Profiles are not labels, excuses or fixed descriptions of potential.
They provide a language for reflection and a starting point for more conscious choices.
Your complete development experience
More Than Group Training
Every element supports the same development journey.
The profiles create insight. Coaching makes it personal. Circle sessions broaden perspective. Workplace application turns understanding into behaviour. Reviews maintain focus on progress and impact.
Talk to Adam about membership↗From insight to impact
A Six-Month Development Journey, Not a Series of Disconnected Sessions
The pathway is structured around the development managers need while remaining flexible enough to respond to each member’s role and circumstances.
Establish
Clarify objectives, responsibilities, workplace challenges and the management impact the member wants to create.
Understand
Build greater self-awareness and recognise how communication, contribution and responses to pressure affect other people.
Develop
Strengthen the judgement, confidence and practical approaches required to lead individuals and teams.
Apply
Use the learning in real conversations, decisions, delegation, priorities and management situations.
Strengthen
Reflect on the results, adapt the approach and build greater consistency under pressure.
Review
Evaluate progress, workplace impact and the priorities that should shape the next stage of development.
Practical management capability
The Real Work of Leading People
The Circle draws on established thinking in leadership, behaviour, motivation, communication, learning, influence and business execution.
However, members will not be asked to memorise a catalogue of management models.
The purpose of a framework is not to make management more academic.
It is to help a manager think more clearly and choose a more effective response.
How development becomes progress
Learn. Apply. Reflect. Improve.
The Circle follows a practical development rhythm.
Individual Coaching
Confidential time to work through personal objectives, sensitive management situations, confidence, decisions and priorities.
Circle Sessions
Professionally facilitated 75-minute sessions combining development, discussion, practical application and peer perspective.
Workplace Action
Members test relevant approaches in their own environment rather than waiting until the programme has finished.
Reflection
Members consider what happened, what they learned and what they will do differently next time.
Resource Access
Relevant materials support learning, application and continued development between sessions.
Progress Review
Objectives and workplace impact are revisited so activity does not become disconnected from results.
Personal impact
Greater Confidence Without Pretending to Have Every Answer
Management confidence does not mean always knowing what to do.
It means being able to think clearly, ask better questions, make an appropriate decision and take responsibility for what happens next.
The Circle does not attempt to turn every manager into the same kind of leader.
It helps each member become more aware, more adaptable and more effective.
By participating fully, a manager may become better able to:
- Explain their role and priorities with greater clarity.
- Recognise their strengths without overusing them.
- Adapt communication to different people and situations.
- Delegate outcomes as well as tasks.
- Establish clear expectations and boundaries.
- Give feedback earlier and more constructively.
- Prepare for difficult conversations rather than avoid them.
- Respond to conflict with greater choice.
- Balance empathy with accountability.
- Coach people to think rather than continually providing answers.
- Make decisions within agreed authority.
- Manage pressure without allowing it to dictate behaviour.
- Turn learning into practical workplace action.
- Build a credible and authentic management identity.
Organisational impact
Every Management Decision Travels
A manager’s behaviour influences more than the immediate task.
It shapes how the team communicates, whether people contribute, how quickly issues are resolved and whether accountability feels fair and consistent.
That experience affects engagement, performance and the service ultimately received by customers.
For the organisation, stronger managers can contribute to:
- Decisions being made at the appropriate level.
- Senior leaders spending less time resolving avoidable operational issues.
- More consistent expectations across different teams.
- Better execution of priorities and agreed actions.
- Stronger ownership and follow-through.
- Earlier intervention when performance or behaviour slips.
- More constructive working relationships.
- Greater confidence in the management pipeline.
- Improved retention of capable people.
- More reliable service for customers.
The Circle cannot guarantee a particular commercial result. It develops the management capability that makes stronger organisational performance more achievable.
The management impact cascade
Shared objectives without compromising confidentiality
Development that is relevant to both the participant and the business
Where an organisation sponsors a manager, appropriate objectives and intended workplace outcomes can be agreed with the participant and their sponsoring manager.
These might relate to delegation, communication, confidence, accountability, team development, performance conversations or execution of priorities.
Agree
Clarify appropriate development objectives and intended workplace outcomes.
Review
Consider actions taken, learning applied and observable progress.
Evaluate
Review impact, continued priorities and the next stage of development.
The manager can demonstrate progress without disclosing the private content of individual coaching conversations. This creates meaningful organisational accountability while protecting the trust and confidentiality required for effective coaching.
Discuss the capability our managers need next↗What clients say
Clarity That Leads to Action
These comments relate to clients’ wider experience of Creating Dynamic’s leadership development, workshops and coaching. They are not presented as testimonials from Managers Circle members before the first Circle has taken place.
“We finished the day with a level of clarity that we had never experienced in our 15-year history.”
“My team are highly motivated, engaged and focused as a direct result of the Leadership Development event and ongoing business coaching they have received.”
“Creating Dynamic’s involvement has without question been the best move the business has implemented for a long time.”
Creating Dynamic has worked with leaders, managers and organisations in the UK and internationally, including Europe, India, Africa and the APAC region.
Your programme director
Led by Adam Johnson CMgr FCMI
Adam Johnson is the founder and director of Creating Dynamic.
He brings more than 35 years of leadership, management and commercial experience, including director-level responsibility within national organisations and work across operations, sales, marketing, property, leisure, technology, consultancy and people development.
Adam has experienced management from inside organisations—not only as an external coach or trainer.
He understands the challenge of balancing people, performance, customers, operational demands and commercial priorities.
He also understands that the appropriate management decision is not always the easiest, most popular or most immediately obvious one.
Adam has worked with leaders, managers, teams and organisations across the UK and internationally.
His approach combines commercial understanding, professional coaching and recognised behavioural insight to help managers create healthier working relationships and stronger results.
Have a confidential conversation with Adam↗More than the price of a course
What Would It Cost to Purchase These Elements Separately?
Building an equivalent development experience could require several providers and a series of disconnected investments.
The Managers Circle brings these elements together within one coherent six-month experience.
This integration matters.
The profiles inform the coaching. Coaching helps the member apply the learning. Circle sessions provide wider perspectives. Workplace action creates experience. Reflection and review turn that experience into improved judgement.
The Circle model also shares the cost of professionally facilitated development across a small group while retaining individual coaching and personal feedback.
It is designed to make comprehensive, professionally led manager development commercially realistic for SMEs and other organisations that need stronger management capability without purchasing every element separately.
This is not £550 for access to group sessions.
It is £550 per month for an integrated management-development experience combining personal coaching, professional profiles, facilitated learning, peer perspective, workplace application and accountability.
Your initial six-month commitment
Your Investment
£3,300 plus VAT over the initial six months
Your membership includes the complete initial programme described above.
Core coaching, Circle sessions, professional profiles, feedback, reviews, resources and membership support are included within the programme investment.
There are no additional programme fees for these core elements.
At the end of the initial six months, you can complete the programme or choose to extend your development for a further six months.
Maximum 10 members.
The next step
Begin With a Conversation, Not a Commitment
Before being offered a place, every prospective member will have a confidential 45-minute Management Discovery Conversation with Adam Johnson CMgr FCMI.
If an organisation is considering the Circle for one or more managers, the initial conversation can begin with the business owner, director, senior leader or People professional responsible for the development decision.
The conversation will explore:
- The manager’s current role and responsibilities.
- The challenges they are experiencing.
- What they and the organisation want to change.
- The capabilities they need to strengthen.
- The workplace impact that development should create.
- Whether the Circle is suitable for the manager.
- Whether the manager is ready to participate fully in the Circle.
It is also an opportunity to ask direct questions about the programme, confidentiality, expectations, time commitment and investment.
If there is a strong fit, Adam will explain the membership and onboarding process.
If the Circle is not the right option, there will be no pressure to join.
The aim is for everyone to leave the conversation with greater clarity about the manager’s current development priorities.
Everything you need to know
Frequently Asked Questions
Clear answers before you decide whether to begin the conversation.
Ask Adam a question↗01When does the next Managers Circle begin?+
The next Circle is planned to commence in October 2026. Places will be offered following a Management Discovery Conversation.
02How much does it cost?+
The investment is £550 per month plus VAT for the initial six-month commitment—a total of £3,300 plus VAT.
03Is this a six-month commitment?+
Yes. Meaningful management development requires time for application, feedback, reflection and repetition. The initial commitment is therefore six months. Full membership and payment terms will be provided before joining.
04What happens after the initial six months?+
Members complete a progress and impact review. They can conclude the programme at that point or choose to extend for a further six months to deepen their application, accountability and development. Continuation arrangements will be discussed before any decision is required.
05How much time should a member allow?+
Members should allow time for one individual coaching session each month, one 75-minute Circle session every two weeks and practical application and reflection between sessions.
06Are sessions delivered online?+
The core coaching and Circle sessions are delivered online, enabling managers from different locations to participate.
07Can an organisation fund a manager’s membership?+
Yes. The Circle is designed both for managers investing in their own development and organisations developing management capability. Where an organisation sponsors a member, appropriate development objectives and high-level progress arrangements can be agreed while maintaining the confidentiality of individual coaching.
08Will the employer receive reports about coaching conversations?+
No. Individual coaching remains confidential, subject to the legal, safeguarding and professional exceptions explained during onboarding. Where agreed with the member, an employer may receive an appropriate high-level progress or impact summary, but private coaching content is not disclosed.
09Is this remedial training?+
No. The Circle is professional development for capable people who want to become more effective managers. It can support a manager facing a challenge, but it should not be used as a substitute for an organisation’s formal performance or disciplinary process.
10Does somebody need to be a brand-new manager?+
No. The Circle is suitable for new, developing and experienced managers. The important consideration is whether the member has—or is moving towards—meaningful responsibility for people, priorities and performance, and whether the Circle matches their development needs.
11Do members need to manage a large team?+
No. The size of the team is less important than the nature of the person’s responsibility and their opportunity to apply the learning.
12Do members need previous experience with Insights Discovery, Belbin or TKI?+
No. Each profile is introduced and professionally debriefed as part of the programme.
13What is Leadership Insight 360?+
It is a structured feedback process through which selected contributors provide confidential observations about how the member’s leadership or management is experienced. Themes are explored privately during a coaching debrief and used to agree development priorities. It is developmental feedback, not a performance appraisal.
14What happens if somebody misses a Circle session?+
Selected learning presentations may be made available within the private member environment. Confidential member discussions and sensitive case conversations will not normally be recorded. Arrangements for missed individual sessions, cancellations and rescheduling are explained in the membership terms.
15Is everything discussed confidential?+
Members agree to respect the confidentiality of Circle discussions. Highly sensitive commercial, legal, personal or employee matters should be reserved for confidential one-to-one coaching rather than shared within group sessions.
16Is the Circle a networking group?+
No. Professional relationships may develop, but the Circle exists for development, application, peer learning and accountability—not lead generation or selling between members.
17Is the programme fixed or tailored?+
There is a structured development pathway, but individual coaching and facilitated discussions respond to the actual challenges members are facing.
18Can several managers from one organisation participate?+
Potentially, yes. This will be discussed before places are offered. The mix of the Circle must still support open participation, confidentiality and a constructive balance of perspectives.
19How are members selected?+
Selection considers the manager’s responsibilities, development needs, willingness to contribute, readiness to apply the learning and suitability for confidential peer discussion. The aim is to create a trusted group with varied experience but sufficiently comparable management responsibilities.
20What happens after a discovery conversation is booked?+
You will receive confirmation and any information required to prepare. Adam will explore the situation, explain how the Circle works and answer questions. Where an organisation is sponsoring the membership, the appropriate next steps and development-objective process will also be explained.
The manager your team needs next
Promotion Gives Someone Responsibility. Development Helps Them Carry It Well.
Managers do not need to become perfect before they can lead effectively.
They need the awareness to recognise their impact, the confidence to act, the flexibility to work with different people and the discipline to keep developing.
The Creating Dynamic Managers Circle gives members the time, structure, insight, challenge and accountability to build those capabilities while they are doing the real work of management.
It helps managers move from knowing the work to leading the people responsible for delivering it.
It helps organisations move from relying on senior intervention to building management capability at the appropriate level.
Initial six-month commitment. Option to extend for a further six months.
Maximum 10 members.
Planned commencement: October 2026.
A confidential 45-minute conversation with Adam Johnson CMgr FCMI. No obligation and no high-pressure sales presentation.