Resilience Report

Yan Dubin

Heading

Predictive Psychometrics For Investors

Most psychometric tools focus on team building and coaching, they are meant for businesses rather than investors. Investors need to know more than communication styles or personality types, they need a new framework for measuring teams.

BizPsych Labs’ innovative machine learning platform analyzes the metrics that predict team performance, providing critical data to investors to simultaneously improve ROI and reduce risk.

BizPsych Labs uses research from:

Overview

Resilience

The ability to bounce back from setbacks or failures.

8.5
/10

Toughness

Overall perseverance and the ability to achieve long-term difficult goals.

/10

Culture of Innovation

A company atmosphere that encourages innovation, this also includes the types of relationships shared among employees.

/10

Resilience Visualization

Overall Score
8.5
/ 10

Optimism

The tendency to view the future positively.

8.9
/10
9.7
/10

Self-Efficacy

Confidence from possessing the ability and knowledge to complete the task at hand.

9.3
/10

Determination

A strong desire to get the job done.

9.2
/10

Mild Temper

The ability to have emotional control and avoid anger.

9.1
/10

Self-Assured

The feeling of having control over a situation.

8.2
/10

Positive Reinterpretation

Reframing past events to think positively and gain insights.

Facing Adversity

The ability to handle stressful situations calmly.

8.9
/10

Resilience

The ability to recover from setbacks, adapt to change, and keep going in the face of adversity.

We measure resilience to determine which companies are the most likely to be able to bounce back from failure. From losing a vendor to a global pandemic, companies face external challenges that place intense pressure and stress on the management team.

Resilience Overall Score
8.5
/ 10
  • Lower resilience indicates a higher likelihood of quitting.
  • Resilience impacts the ability to successfully pivot regardless of the circumstance.
  • Resilient teams emotionally support each other, decreasing the amount of time it takes to overcome setbacks.
  • Resilient leaders are less impacted by stress, allowing them to focus on execution.

Resilience

Overall Score
8.5
/ 10

Optimism

The tendency to view the future positively.

8.9
/10
9.7
/10

Self-Efficacy

Confidence from possessing the ability and knowledge to complete the task at hand.

9.3
/10

Determination

A strong desire to get the job done.

9.2
/10

Mild Temper

The ability to have emotional control and avoid anger.

9.1
/10

Self-Assured

The feeling of having control over a situation.

8.2
/10

Positive Reinterpretation

Reframing past events to think positively and gain insights.

Facing Adversity

The ability to handle stressful situations calmly.

8.9
/10

Resilience

Overall Score
8.5
/10

Optimism

This team is likely to share a more serious and often pessimistic view of the future, which can affect their ability to motivate themselves towards seeking new paths forward after a major setback. This view may also have an effect on the team's ability to work together in recovering from major failures.

This team is likely to share a more serious demeanor and somewhat pessimistic view of the future. This view may affect the team's ability to motivate themselves and each other towards seeking new paths forward after a major setback, slowing attempts at recovering from major failures.

This team is generally likely to share a more positive view of the future, generally displaying and sharing a more cheerful outlook. This allows the team to maintain a sense of hope during and following major setbacks. While the team may be disappointed after a failure, they are usually able to find ways to assist each other in finding solutions.

This team is likely to share a positive view of the future, and is prone to sharing their cheerful outlook within and outside of the group. This allows the team to maintain a sense of hope and humor during and following major setbacks, encouraging each other to continue forward. This attitude is conducive to finding alternative solutions that may assist in recovery.

8.9
/10

Self-Efficacy

This team is very likely to doubt their abilities, skills, and training, particularly when faced with a challenging situation. They may believe they cannot succeed in their tasks or meet their objectives, and this may affect their desire to continue pushing forward after a major setback.

This team is likely to doubt their abilities and skills when faced with a challenging situation. They may believe they cannot succeed in their tasks or meet their objectives, and this may affect their desire to continue pushing forward after a major setback.

This team generally believes they have the skills needed to meet their objectives and succeed in their goals. There may be occasions when they question the team's abilities, but can usually overcome this doubt to motivate themselves after a major setback.

This team is overall confident in their abilities to meet major milestones and achieve their goals. This confidence allows them to believe they can recover from major setbacks or find alternative solutions following a failure.

9.7
/10

Determination

This team is likely to feel a sense of contentment with the achievements they have realized. This may lead to their needing significant prompting to attempt a new task that may upset their status quo. After a failure, they may be inclined to settle with a new normal instead of driving towards a new plan.

This team is somewhat likely to feel a sense of contentment with the achievements they have realized, requiring occasional prompting to attempt a challenging task that may upset their status quo. After a failure, they may be less inclined to find alternative plans.

This team is likely to feel a drive towards influence or change, regardless of any achievements they have realized. They generally look to set new goals after failures and will work to achieve those objectives, but may sometimes need prompting from outside advisors.

This team is most likely internally driven towards setting and reaching high or challenging objectives. They tend to anticipate occasional failures, allowing them to maintain the ability to find new means towards achieving their established goals.

9.3
/10

Mild Temper

This team may have a collective temper, clouding their judgement particularly during challenging tasks or after a setback. This can make it more difficult to seek and obtain support from each other, and may hamper their ability to make decisions during stress.

This team may have trouble regulating strong emotions during periods of high stress, clouding their judgement during very challenging tasks or after a setback. This can make it more difficult to seek and obtain support from each other, and may occasionally hamper their ability to make decisions if they believe events are not going in their favor.

This team can usually regulate their emotions, including anger at setbacks or upset during periods of intense stress. While they may sometimes allow emotion to cloud their judgement, they can typically support their teammates to control outbursts of temper and find solutions to current problems.

This team is likely regulate their emotions, remaining calm and effective during setbacks or periods of intense stress. They are also likely to support their teammates during and after failures and remain clear-headed to seek solutions to current problems.

9.2
/10

Self-Assured

This team is very likely to feel as though they cannot affect or control situations they find themselves in, leading them to be more likely to blame themselves for failures. This can prevent them from seeking new alternatives, as they may believe they cannot control the outcomes.

This team is likely to sometimes question their ability to affect or control situations they find themselves in, leading them to be more likely to blame themselves and the team for failures. This can hinder them from seeking new alternatives, as they may feel they cannot control the situation.

This team is likely to believe they can resolve setbacks as they have at least limited control over particular situations. They are able to motivate each other in seeking alternatives to recover after a failure, but may need some coaching or reassurance.

There is a high probability of this team feeling as though they have control over situations, even if encountering a significant setback. This attitude allows them to support each other in quickly seeking alternative solutions to assist them in rebounding from failures.

9.1
/10

Positive Reinterpretation

There is a strong probability this team ruminates on past failures and negative events. They may struggle to find meaning or positive outcomes from these events, and continue to dissect incidents. This continued focus on the negative instances in the past can hinder their efforts to move forward.

This team may sometimes ruminate on past failures and negative events in an attempt to find meaning or positive outcomes from these events. While they can typically learn from minor setback, they may continue to focus on larger instances of failure. This may sometimes hinder their efforts to move forward and seek new opportunities.

This team is likely to find positive meaning or outcomes from their failures or setbacks. The ability to learn from overcoming particularly negative events may sometimes be difficult for the team to collectively achieve, and they may seek outside advising or perspective to help them find new opportunities.

This team is very likely to find positive meaning or outcomes from major setbacks. This ability to learn from overcoming particularly negative events may be instrumental in helping them pivot after a failure and find new opportunities.

8.2
/10

Facing Adversity

This team is likely to feel excessive levels of stress in adverse situations, increasing their negative perceptions of themselves and the team during and following setbacks. The team may struggle to maintain focus in these situations, and have a difficult time helping each other find solutions to problems.

This team is likely to feel stress in adverse situations, which may affect their perceptions of themselves and the team during and following setbacks. The team may also struggle to maintain focus in these situations, and have a difficult time helping each other find solutions to problems.

This team generally remains calm when encountering stressful situations, enabling them to find solutions that will continue to move the team beyond setbacks. In periods of prolonged or particularly high stress, the team may need to rely heavily on each other or outside advising in order to maintain focus and move forward.

It is very probable this team remains calm when encountering stressful situations, enabling them to find solutions that will continue to move the team beyond most major setbacks. This allows the team to rely on each other for support and continue forward momentum even after prolonged or exceptionally high stress.

8.9
/10

Resilience Overall Score

8.5
/10

Toughness

The ability to recover from setbacks, adapt to change, and keep going in the face of adversity.

We measure resilience to determine which companies are the most likely to be able to bounce back from failure. From losing a vendor to a global pandemic, companies face external challenges that place intense pressure and stress on the management team.

Toughness Overall Score
/ 10
  • Lower resilience indicates a higher likelihood of quitting.
  • Resilience impacts the ability to successfully pivot regardless of the circumstance.
  • Resilient teams emotionally support each other, decreasing the amount of time it takes to overcome setbacks.
  • Resilient leaders are less impacted by stress, allowing them to focus on execution.

Toughness

Overall Score
/ 10

Diligence

The ability to be thorough and focused on tasks.

/10
/10

Leadership

The inclination to lead groups, take charge, or speak up.

/10

Challenge Seeking

The desire to seek out new opportunities.

/10

Intellect

Curious, being drawn towards asking or understanding why.

/10

Seeking Success

The natural urge to succeed or challenge yourself.

/10

Autonomy

Valuing independent thought in yourself and others.

Persistence

The ability to stick with tough task over time.

/10

Toughness

Overall Score
/10

Diligence

This team likely struggles to maintain efficient task management in pursuit of reaching specific goals, often deviating to other tasks or becoming distracted with examining unrelated issues. The lowered attention to detail and diminished focus can lead to significantly reduced ability to follow through on difficult or long-term projects without weekly or daily milestones.

This team may find efficient task management challenging, often deviating to other tasks or becoming distracted by unrelated issues. The lowered attention to detail and diminished focus can lead to a reduced ability to follow through on difficult or long-term projects without the implementation of multiple, mid-point milestones.

This team can generally manage tasks and obligations, only occasionally becoming distracted by unrelated issues. They perform well when objectives and schedules are set but may still deviate if sufficient milestones are not well-established.

It is very likely that this team is well organized, which helps them build clear objectives and execute tasks. They are likely to be thorough in completing each task before moving on to the next, and tend to retain their focus regardless of difficulty level. They are also likely to rely heavily on milestones and schedules, and take extra time in the planning phase of projects.

/10

Leadership

There is a high probability that this team is more comfortable listening than leading, and may find it difficult to establish group direction or goals without someone possessing a desire to take charge. It is unlikely that this team will take decisive action, and may struggle to set timelines to complete difficult tasks. They will likely need a strong leader to help direct the team.

This team is likely to find they are more comfortable listening than leading, and as the team or company grows may find themselves desiring more background roles. This tendency may lead to a lack of volunteers to tackle tasks put to the team, and challenges in setting goals or milestones for others. The team often looks to others for leadership especially on difficult projects.

This team is likely to have individuals who are comfortable in a leadership role, though they may not always seek the position. They are willing to take charge as a group and set parameters for each other, and to engage in limited discussions about challenges they face as a group.

This team is strongly inclined to seek out opportunities where they can take charge and lead. They are comfortable in discussing challenges and asserting possible solutions, and look to direct others in the execution of team objectives.

/10

Challenge Seeking

It is highly likely that this team is cautious and prefers familiar routines. They are likely to look at unexpected challenges as stressful and may try to avoid taking on tasks that deviate from the status quo. They may be less inclined to search for new ways to grow the business, particularly if the proposed adjustment seems difficult.

It is likely that this team is cautious by nature and while they may be pushed to seek out new experiences or opportunities, they prefer familiar and conventional means of achieving goals. They tend to be hesitant when knowing a task will take them outside of their comfort zone, and are more likely to do so only with support structures in place.

This team is likely to appreciate new challenges or opportunities, though they may not always seek to take an untested or innovative route in achieving their objectives. They tend to be more deliberate or sometimes conservative in their execution process, but will not shy from a difficult goal.

This team is likely to seek out new opportunities or experiences, and is comfortable with changing their existing routines in favor of reaching a difficult objective. They tend to push themselves and their teammates towards challenges, and to look for processes that will allow them and the company to grow.

/10

Intellect

This team may be very intelligent, but likely prefers to consider concepts and processes that are concrete, such as tested methods or tangible products. They tend to look at things as they currently are instead of in the abstract or as possibilities, and this may cause a rigidity of thinking that deters them from assessing a particularly challenging goal as achievable.

This team may be very intelligent, but leans towards concepts and processes that are concrete, such as tested methods or tangible products. They prefer to look at things as they currently are instead of in the abstract or as possibilities, and this may cause a rigidity of thinking that could dissuade them from achieving challenging goals.

The team is likely to be interested in understanding and solving problems, but may sometimes prefer to focus on concrete objectives more than abstract goals or a greater team vision. They are largely open to new ideas, but may appreciate more direction or structure when attempting to incorporate or reach a less-defined objective.

This team is very likely to seek out abstract or far-reaching goals, or processes that provide new challenges or ask new questions of the group. They enjoy operating as a team to explore new ideas and pursue new tasks. This perspective can be a significant driver in the team sticking to meeting a particularly difficult objective.

/10

Seeking Success

This team has a low affinity towards accepting tasks they see as particularly challenging, regardless of offers for external or internal rewards such as praise or a feeling of achievement. They are not attracted to projects that offer conclusions others might consider as measured successes. This may result in setting lower benchmarks, delaying progress.

This team has a fairly low attraction to accepting tasks they see as particularly challenging. They may look at projects offering measured successes only if the right conditions are in place, such as rewards other than a feeling of achievement. This may result in the team setting lower benchmarks than they might otherwise, which could delay progress.

This team is usually drawn towards projects they see as challenging or that offer a sense of overall goal achievement. They desire reaching a feeling of success when assessing objectives or tasks, but may still occasionally limit themselves with establishing milestones that set lower benchmarks.

This team is likely to feel as though they require taking on projects they see as challenging and offer a sense of overall goal achievement. They tend to be attracted to feeling successful, particularly after achieving a difficult task. They look to set difficult milestones, and will push each other to meet these objectives.

/10

Autonomy

This team is unlikely to encourage independence in thought, placing more value in structured process or agreements. They may actively discourage the presentation of alternatives once objectives are established, and this can result in slow adaptation to challenges.

This team is likely to value structured process or agreements over the discussion of new ideas. They may attempt to dissuade suggestions of alternatives to how to achieve established objectives, or alternatives to the overall goals. The team would rather gravitate towards established patterns and projects than attempt something new, which can hinder their ability to adapt to a particularly challenging task.

This team is likely to value new ideas originating from within and from outside the team, but may sometimes struggle to encourage independent thought, particularly if they contradict previous team decisions. The team tends to incorporate the exploration of new ideas in the earlier and planning stages of a project, but may occasionally need additional prompting to pivot.

This team is very likely to encourage independent thoughts and ideas at a variety of stages of project execution. The decision-making process of the team tends to rely on input from each of the team members, adding expertise and experiences the group values. This method is likely to help the team in seeing projects through to completion, as they can pivot easily when needed.

/10

Persistence

This team is likely to work on difficult projects for intermittent periods, taking frequent breaks or allowing other projects to distract them. The team may rely on structured processes or external resources to keep their focus, but they struggle to maintain internal drive as the task becomes very challenging. This can lead to delays in execution and in reaching established objectives.

This team may accept difficult objectives, but they may find as the task becomes more difficult they only focus on the project intermittently. They may allow other tasks to distract them without structured processes to help them keep their focus. This can lead to delays in reaching established objectives.

This team generally embraces difficult objectives, but they may sometimes find it hard to focus for long periods of time when attempting to reach a particularly difficult goal. They are likely to benefit from setting additional milestones and working together to complete tasks.

This team is very likely to establish challenging goal, and maintains an internal drive to stick with the tasks regardless of difficulty. The team tends to execute and perform consistently, and adjust their processes accordingly to meet new challenges.

/10

Culture of Innovation

The ability to recover from setbacks, adapt to change, and keep going in the face of adversity.

We measure resilience to determine which companies are the most likely to be able to bounce back from failure. From losing a vendor to a global pandemic, companies face external challenges that place intense pressure and stress on the management team.

Culture Overall Score
/ 10
  • Lower resilience indicates a higher likelihood of quitting.
  • Resilience impacts the ability to successfully pivot regardless of the circumstance.
  • Resilient teams emotionally support each other, decreasing the amount of time it takes to overcome setbacks.
  • Resilient leaders are less impacted by stress, allowing them to focus on execution.

Culture of Innovation

Overall Score
/ 10

Assertiveness

The ability to be honest and speak-up

/10
/10

Emotional Security

The environment does not promote an unnecessary fear of punishment

/10

Innovative Thinking

The desire to change the status quo

/10

Self-Confidence

The tendency to be unaffected by rejection, embarrassment, or judgment

/10

Team Trust

Trust in other people especially team mates.

/10

Composure

The ability to calmly handle unexpected or stressful events.

Independent Ideas

The tendency to "Think outside of the box"

/10

Culture of Innovation

Overall Score
/10

Assertiveness

This team is unusually passive. It is highly probable that this team will keep their opinions to themselves, even among each other. This can stifle innovation, slow decision-making, and cause the team to miss reaching goals.

It is likely that this team will struggle to be honest with each other, and may not speak up often. This can stifle innovation, slow decision-making, and cause the team to miss reaching goals.

It is somewhat likely that this team is comfortable being forthright, but may on occasion avoid voicing opinions. Practicing assertive communication will assist the team in better decision-making, working together to assess risks, and meeting team goals.

This team is likely comfortable being forthright. The ability to be honest with each other drives innovation because the team can openly share ideas to promote creativity, understand challenges, and assess risks.

/10

Emotional Security

This team feels largely as though they are being motivated through fear of being judged or punished, leading to an environment that may be productive in reaching short-term goals but discourages idea sharing and risk taking. Long-term success or ability for a team to pivot quickly in this environment is unlikely.

This team feels that they are being motivated through fear of being judged or punished, leading to an environment that may be productive in reaching short-term goals but lowers idea sharing and risk taking. Long-term success or ability for a team to pivot quickly in this environment is less likely.

This team believes their working environment is generally free of repercussions felt if they make mistakes. They do feel occasional apprehension towards taking risks, which should be mitigated to create an environment that will be more conducive to expressing new ideas.

This team feels they are encouraged to support each other instead of punishing mistakes. This environment encourages a willingness to discuss possible ideas and take calculated risks, which leads to an increased ability to adapt to challenges and pivot when needed.

/10

Innovative Thinking

This team prefers the stability of existing process and traditionally established approaches to problem-solving. They are reluctant to challenge established patterns of behavior, and this can stifle development and delay critical steps such as minimum viable product production.

This team is likely to prefer the stability of existing process or traditionally established approaches to problem-solving. They are reluctant to challenge team or company patterns of behavior, and this is likely to delay critical steps in continued growth such as beta products.

This team prefers to weigh the comfort and stability of existing process with the potential advantages of an experimental approach. They approach problems with a variety of ideas that may challenge traditional or established behaviors, which can spark new innovations.

This team prefers to seek new or experimental approaches to solving problems or creating development process. They are likely to think beyond established constraints and challenge what is thought to be possible, and are willing to stand up for these new ideas. They are likely to release and adapt early MVP or beta products, and pivot quickly.

/10

Self-Confidence

There is a high probability that this team is self-conscious and fears being judged or compared to others. Individual team members may be reluctant to share ideas with each other to avoid being rejected, which reduces problem-solving ability. Further, the team likely lacks confidence in the group or the project, hindering their ability to propose their solutions to the market.

There is a likely probability that this team is overall self-conscious and fears being judged or compared to others. Individual team members may be somewhat reluctant to share ideas with each other to avoid being rejected, which reduces problem-solving ability. Further, the team may lacks confidence in the group or the project, making them reluctant to propose their solutions to the market.

While this team is generally confident in many situations, they still may harbor concerns for what others may be thinking. They may seek positive reinforcement to encourage idea sharing among themselves, and may take longer to believe they have sufficient market validation before moving forward with a product.

This team is largely unconcerned with facing the judgement or rejection of others, confident in themselves and in their team. They are slow to embarrass and inclined to share ideas with each other. They are strong in brainstorming environments and excel in creative cooperation.

/10

Team Trust

This team is unlikely to trust other people, both inside and outside the team. This can stifle opportunities to work together in developing new products or solving problems, and reduces the willingness to share ideas. This lack of trust prevents productive brainstorming and innovation.

This team is generally mistrustful of other people, both inside and outside the team. This lack of trust may cause members to reduce seeking out opportunities to work together including developing new products or solving problems, and reduces the willingness to share ideas.

This team is largely trusting of other people - both inside and outside the team - but maintains a level of skepticism that may occasionally interfere with their willingness to share ideas. They are likely to work together as a team, but are slower to build bonds that may create barriers to developing new products or solving problems.

This team is very likely to trust others, which helps them quickly form bonds with each other. They tend to believe they can rely on others and that their ideas and solutions will be considered. This trust is effective in creating shared confidence that promotes new ideas and new processes that are likely to speed development and growth.

/10

Composure

When faced with a difficult challenge, given a large number of tasks, or encounter a major roadblock this team is likely to become easily overwhelmed. Their reaction to stressful situations can lead to communication barriers such as anger or isolation, preventing them from seeking effective strategies or creative solutions.

This team tends to become overwhelmed when faced with a difficult challenge, given a large number of tasks, or if encountering a major roadblock. Their reaction to stressful situations can lead to communication barriers such as anger or a tendency to seek isolation, preventing them from working together to find effective strategies or creative solutions.

This team is generally able to maintain their composure and keep each other calm during stressful situations. It is possible a portion of the team may be more vulnerable to becoming overwhelmed during times of extended pressure, and it is critical the rest of the team works together to reduce stress and remain able to find creative solutions to challenges as they occur.

This team handles periods and events of high stress as a cohesive unit, maintaining composure and clear thinking. The team is able to find creative solutions through maintaining a calm and supportive atmosphere, leading them to a higher probability of successfully adapting to a variety of situations.

/10

Independent Ideas

This team is most likely to be rigid in process and thinking, and to be reluctant to change course or pivot. They make decisions through established patterns and methods they consider to be safe or practiced, and do not encourage alternate solutions. While decisions may happen quickly, they tend to avoid creativity.

This team tends to make decisions through established patterns of previous successes. They are reluctant to encourage alternative solutions or unproven ideas, and may need to be convinced to take risks in creativity. They may be convinced to pivot, but generally to another safe path.

There is a moderate probability that the people on this team will see problems from a novel perspective, creating new insights that lead to innovating. However, they also may be times when they think more traditionally. While they may embrace some creative ideas, they are still sometimes reluctant to seek out new solutions. They are likely to pivot when needed, but it may be a slower process to accept the need for change.

This team collectively values new and innovative ideas, seeking out creative solutions and processes. They encourage each other to consistently attempt new methods or ways of thinking, and are open to a variety of ideas. The team likely participates in healthy discussion of challenges and are excited when encountering new approaches, leading to increased creativity.

/10

Does your company have what it takes to adapt to the changing economic environment?

Visit www.BizPsychLabs.com to see if you qualify for our adaptability report.

Max Burwick

CEO BizPsych Labs
max@bizpsychlabs.com
(917) 716 6177