1. You will need your Belbin Reports for this session
Good Morning
You will need your Belbin Reports for this session

2. Team Acceleration™ & Belbin Team Roles
Haas School of Business
Evening & Weekend MBA Program
Mid-Program Academic Retreat
January 14th , 2012

3. Background Anton McBurnie
Anton brings to 3Circle Partners over 25 years of hands-on experience successfully growing, managing and turning around companies all over the world
As a strong communicator and co-author of “The Third Circle – Interactions That Drive Results”, Anton leverages his deep personal experience and general management skills to the benefit of our clients.
His previous positions include President of the Canadian affiliate of Estée Lauder Cosmetics, a Fortune 500 corporation; President of Sparks.com, an Internet start-up, and COO of Premier Salons International, a 1500 unit retail chain of beauty salons. He also held a number of general management roles for L'Oréal in Japan, Hong Kong, and France as well as for Procter & Gamble in the UK.
Anton earned his MBA in International Business & Marketing from the London Business School and his BSc in Zoology & Psychology from the University of Exeter, England.
Anton McBurnie
San Francisco Bay Area, California
(650)

4. Email anton@3circlepartners.com
“Take Belbin to Work”
Special Offer for all EWMBA students:
Select a team in your workplace (maximum 10 people)
Free Individual Belbin Profile for each member
Complimentary 1.5hr session to take team through profiles and Team Map

5. An Integrated Approach….

6. The 3 Circles vs. Bias for Action
Strategy
Strategic Thinking & Business Strategies?
We want to WIN!
Execution
Implicit Assumption of Alignment on Goals
Let’s get on with it!
Interaction
Opinions not Data
Conflict avoidance - Voting
Assumptions not verified
Compliance not Commitment

7. What are the Problems ?
Participation Rates – example based on actual data

8. What are the Problems ? 43
- Team Consensus
- Boss Decides
A TEAM’S PERFORMANCE IS MEASURED BY THE QUALITY OF THE DECISIONS IT MAKES

9. Accelerate Performance
Team Evolution
performance
Accelerate Performance
PERFORMING
Tolerance & respect within team
Embrace & productive use of conflict
Principle-based, with flexibility
Maximum effectiveness
FORMING
Politeness
Uncertainty about others
Cover up weaknesses
Lack of shared understanding
NORMING
Task-focused
Conflicts getting resolved
Systems, rules & procedures
Feedback occurs
time
STORMING
Frustration
Open conflict, but unresolved
Team becomes inward-looking
Actual self-images begin to emerge
Tuckman’s Stage Model

10. The Critical Elements
DECISIONS
1 on 1
1 on Some
1 on All
In addition to EXPERIENCE & DATA, Rapid, Quality Decisions require:
The right BALANCE of people
An effective PROCESS
The appropriate INTERACTION from the people involved 1 2 3

11. Objectives Better, Faster Decision-Making Through Collaboration
Use your personal Team Role Portfolio to understand and play to your strengths
Use the Team Map to optimize the contribution of ALL members of the team

12. 1. Belbin Team Role Profiles What do you bring to the team?

13. High Performance Teams & Team Roles
The formation of effective teams is more by good fortune than good judgment….it doesn’t have to be that way!
Rapid, high quality team performance is not an accident. It requires discipline & effective interaction skills:
Balanced, diverse team
Effective process
Relevant experience
Team Role Profiles – a scientifically proven, rapid way to predict team effectiveness:
Design effective teams
Diagnose existing teams

14. Belbin Team Roles
Dr. Meredith Belbin from Cambridge University discovered over 20 years of research into team effectiveness:
The skill or individual excellence of the team members was not a predictor of a team’s results.
It was the way that the individual members behaved that contributed to or detracted from the team’s effectiveness.
He identified nine predictable behavior patterns or “team roles.”
He demonstrated that with a careful balance of technical skills and the optimal behavior patterns, we can select teams with a higher degree of predictable success.

15. Predicting Team Performance
A typical example of Belbin’s ability to predict the order of finish of teams in the Henley Management Simulations.
The red x's on the graph represent the different teams participating in the simulation.
Red x’s on the diagonal line represent where Belbin's predictions and the team's performance matched exactly.
Predicted
Actual 5 4 3 2 1 X
Predicted Order of Finish
Actual Order of Finish 1 2 3 4 5

16. BelbinTeam Roles
What is a Team Role?
A tendency to behave, contribute, and interrelate with others in a particular way when working in a team
(Vs. A Functional Role which refers to the job demands that a person has been engaged to meet by supplying the requisite technical skills and operational knowledge)
Nine Roles Identified
The team roles for most people fall into three categories:
Natural or Preferred roles
Manageable roles they can assume
Least Preferred roles
As individuals differ greatly in personality & behavior so too will their team role profiles vary.

17. Factors Determining Individual Behavior in a Team
Observed behavior can be misleading – Beware first impressions!
Tendency to over-rate Extroverts & under-rate Introverts
Instability between the factors can create inner-conflict, Team Roles unclear – conflict needs to be consciously resolved
Absence of conflicting factors leads to simple, uncomplicated behavior – Team Roles easy to see 6.
Role
Learning 1.
Personality
Set of
Observable
Behaviors 5.
Experience 2.
Mental
Abilities 4.
Environment
&
Constraints 3.
Current
Values
&
Motivations

18. The Complexity of Team Interaction1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 ? ? 1 2 3 4 5 6 ?? ? ?? ? 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6

19. Team Role Contribution
The Nine Team Roles
Creative, Original, Unorthodox
Solves difficult problems
Objective, Strategic, Discerning
Judges all options
Deep Knowledge, Single-minded,
Self-starting
Team Role Contribution
Absent-minded
Ignores details
Uninspiring, Critical
Limited contribution
Abrasive, Insensitive
Easily provoked
Inflexible
Reluctant to change
Worrier, Nit-Picks
Reluctant to delegate
Indecisive, Avoids
Conflict
Over-optimistic
Easily Bored
Manipulative
Over-delegates
Allowable Weakness
Thinking PL
Plant ME
Monitor
Evaluator SP
Specialist
Action SH
Shaper
IMP
Implementer CF
Completer
Finisher
Hard Driving, Influencer, Dynamic
Challenges, Puts on the Pressure
Organizing, Disciplined, Reliable
Turns ideas into practical actions
Meticulous, Conscientious, On time
Searches out errors and omissions
People TW
Team Worker RI
Resource
Investigator CO
Coordinator
Diplomatic, Cooperative, Perceptive
Listens, Averts friction
Outgoing, Enthusiastic, Networker
Recognizes Opportunities
Motivator, Orchestrator, Facilitator
Clarifies goals & decision-making.

20. Team Roles Key Concepts – Individual
Be aware of and manage your Allowable Weaknesses:
This is the price to be paid for being good in your preferred roles, e.g., a strong Shaper is going to hurt some peoples feelings as they forge ahead
Ensure that Allowable Weakness does not become “Disallowable”:
Lose a Plant’s attention during a meeting because they are dreaming up a creative solution = OK
Plant forgets to come to meeting because they are thinking about something else = NOT OK!
Focus on what you do best:
Understand and excel in your natural, preferred roles & manage, rather than struggle to be good at your least-preferred roles

21. Individual Belbin Profiles
                                                                                                                                  
REPORTS

22. Assessment Results in Rank Order
What are my Top Roles ?
In the example above the Observers see the candidate (David) as making a very strong Coordinator or Resource Investigator contribution.
The overall rank order on the bottom line is the weighted addition of the Self-Perception rank order and the total of the Observers’ rank order.
(Note: Observers names can be shown or remain anonymous: Observer 1, 2 etc.)

23. Pie Charts Self-Perception vs Observers
Am I coherent ?
In this example, many of David's perceived roles are in general accord with the perceptions of others.
However, there are disconnects in the RI and SH roles, shown by large differences between self perception and observer scores at the bottom.
Differences of 8 or more

24. Self-Perception Team Role Profile
In this example, the candidate (David) would PREFER to play the roles of Team Worker (TW), Resource Investigator (RI), Coordinator (CO) or Plant (PL),
Can MANAGE the roles of Monitor Evaluator (ME) and Specialist (SP) and
LEAST PREFERS the roles of Shaper (SH), Implementer (IMP) and Completer Finisher (CF).

25. Bar Graph of Observer Words
Are these weaknesses allowable ?
In the example above David's most prominent role, as seen by others is COORDINATOR (CO).
The role at the bottom of the graph, SPECIALIST (SP), is David's weakest role as perceived by others.

26. Counseling Report
Generated by the Belbin software – this report is based on the top two and bottom team roles from Overall Ranking line of the first report: Assessment Results in Rank Order
It offers advice on adopting a management style which fits in with the individual’s team role strengths and weaknesses:
It also makes an interactive comparison of the top role from David's Self-Perception Inventory compared to where this is seen by the Observers.

27. List of Observer Responses
This list shows at the top David’s main strengths, e.g. broad in outlook, diplomatic, calm & confident.
David should try to work with people who will cover what he lacks and who will most appreciate his strengths.
Most appreciated behavioral characteristics.
Maximum score = No. of Observers x 2
A score of 0 means no Observers felt these behaviors were descriptive

28. END of PART 1

29. Next Steps
In next few days you will receive an with these overheads
A pdf version of the Belbin Workbook:
Pt 1: Adjusting to the reality of you - Improving your Belbin coherence
Pt 2: Improving Strengths & Managing Weaknesses
Belbin Word Analysis spreadsheet
for questions on your individual profile

30. RESOURCE INVESTIGATOR
BELBIN WORDS ANALYSIS
THINKING
ACTION
PEOPLE
PLANT
SHAPER
COORDINATOR
Clever 6
Forgetful 2
Challenging 1
Aggressive
Broad in outlook
Empire-building
Creative 4
Unorthodox
Competitive
Impatient
Calm and confident 7
Laid back
Imaginative
Up-in-the-clouds
Hard-driving
Provocative
Conscious of priorities
Manipulative
Innovative 3
Outspoken
Consultative 8
Original
Tough
Encouraging of others 17 32
MONITOR EVALUATOR
IMPLEMENTER
TEAM WORKER
Analytical
Critical
Disciplined
Inflexible
Adaptable 5
Fearful of conflict
Impartial
Skeptical
Efficient
Resistant to change
Caring
Indecisive
Logical
Slow-moving
Loyal
Unadventurous
Co-Operative
Over-sensitive
Realistic
Practical
Diplomatic
Shrewd
Well-organized
Observant 12 10 26
SPECIALIST
COMPLETER FINISHER
RESOURCE INVESTIGATOR
Knowledgeable
Insular
Accurate
Frightened of failure
Enterprising
Easily bored
Prof. dedicated
Not Interested in others
Conscientious
Fussy
Inquisitive
Erratic
Self-reliant
Territorial
Good at follow through
Reluctant to delegate
Opportunistic
Impulsive
Single-minded
Perfectionist
Outgoing
Technically skillful
Persistent
Persuasive 9 19
Colour codes:
Need to address
Use others
Good progress since last Belbin

31. Globe & Mail Belbin Study on US Election

32. President Obama’s Results

33. The Path of Change
Change at the team level typically takes hold more rapidly and lasts longer – this is Team-Focused Change
Self-Awareness
Self- Management
Self-Mastery
Awareness of Others
Team Awareness & Effectiveness
Organization Awareness & Change
Successful change must begin at the individual level, but as anyone who tries to change a habit knows - while it may be simple, it is certainly not easy to sustain
Initiatives “imposed” on the organization have a very reduced success rate

34. 2. Belbin Team Mapping Is Everyone Optimizing Their Contribution?

35. Creating Awareness throughout the Organization
Self-Awareness
Self- Management
Self-Mastery
2. Team Maps & Pairs Analysis
Awareness of Others
Team Awareness & Effectiveness
1. Individual Team Role Reports
Organization Awareness & Change
3. Culture Analysis

36. Team Roles in Decision Process
Deadline ME
CLARIFY IM
START PL SH
DECISION
DIVERGE
CONVERGE RI CF
ASSESS SP
(Tech)
CO / TW
TIME

37. Team Roles Key Concepts – Team
Diversity is essential - Need all 9 roles to be most effective long-term
Diversity is a key predictor of actual results, it provides a framework for constructive conflict
Does NOT mean a team needs 9 people (4-7 is best)
Each role should be represented (who plays each role may evolve & change over time)
Some roles will be more or less important at a given time or for certain tasks

38. Team Roles Key Concepts – Team
Understand the impact of surplus and voids:
Too many Plants – all brainstorming, no action
No Plants – no innovation
Too many Monitor Evaluators – analysis paralysis
No Monitor Evaluators – wasted time on poor ideas
Too many Shapers – CONFLICT & !!***#%!!/
No Shapers – no sense of urgency to get things done

39. Surplus of Plants *Surplus of PL TIME Deadline ME IM PL* SH RI CF SP
CLARIFY IM
START
PL* SH
DECISION
DIVERGE
CONVERGE RI CF
ASSESS SP
(Tech)
CO / TW
TIME

40. Surplus of Monitor Evaluators
*Surplus of ME
Deadline
ME*
CLARIFY IM
START PL SH
DECISION
DIVERGE
CONVERGE RI CF
ASSESS SP
(Tech)
CO / TW
TIME

41. Team Roles Key Concepts – Team
BEWARE OF LABELLING PEOPLE:
Everyone has 3 to 6 roles they prefer or are comfortable with
They may prefer or need to use different roles in different circumstances

42. Team Mapping Exercise – 20mins
Use 1st report: ASSESSMENT RESULTS IN RANK ORDER
SURPLUS >50% have in Top 3 roles
VOID no-one has in Top 3 roles
NATURAL BIAS count no. of Top 3 roles in Thinking/Action/ People categories
ACTION PLAN what will you do differently in the next round? PL ME SP SH CF
IMP CO TW RI
Susan
Denise
Mike
John
Beth
Tim
Raj 1 3 2 8 9 7 7 8 9 1 2 3
Thinking
Action
People

43. Team Map – REVIEW example
Team Role
Team Member A B C D E
Thinking Roles
PL - Plant
ME Monitor Evaluator
SP - Specialist
Action Roles
SH - Shaper
CF - Completer Finisher
IMP - Implementer
People Roles
CO - Coordinator
TW - Team Worker
RI - Resource Investigator

44. Team Map – REVIEW example
Team Role
Team Member A B C D E
Thinking Roles
PL - Plant 9 3
ME Monitor Evaluator 1 7
SP - Specialist 8
Action Roles
SH - Shaper 2
CF - Completer Finisher
IMP - Implementer
People Roles
CO - Coordinator
TW - Team Worker
RI - Resource Investigator

45. Team Map – REVIEW example
Team Role
Team Member A B C D E
Thinking Roles
PL - Plant
ME Monitor Evaluator
SP - Specialist
Action Roles
SH - Shaper
CF - Completer Finisher
IMP - Implementer
People Roles
CO - Coordinator
TW - Team Worker
RI - Resource Investigator

46. Tools,Takeaways and downloads

47. Email anton@3circlepartners.com
“Take Belbin to Work”
Special Offer for all EWMBA students:
Select a team in your workplace (maximum 10 people)
Free Individual Belbin Profile for each member
Complimentary 1.5hr session to take team through profiles and Team Map

51. Belbin Team Mapping template

53. Any questions on Team Acceleration or the Belbin Team Role Profiles?
THANK YOU!
Any questions on Team Acceleration or the Belbin Team Role Profiles?
please

54. Information
These training materials, procedures and systems herein contained or depicted are the sole and exclusive property of
3Circle Partners, L.L.C.. (“3Circle Partners”).
The contents hereof contain proprietary trade secrets that are the private and confidential property of 3Circle Partners. Unauthorized use, disclosure, or reproduction of any kind of any material contained in this presentation is expressly prohibited. The contents hereof are to be returned immediately upon termination of any relationship or agreement giving user authorization to possess or use such information or materials.
Any unauthorized or illegal use shall subject the user to all remedies, both legal and equitable, available to 3Circle Partners. This material may be altered, amended or supplemented by 3Circle Partners from time to time.
In the event of any inconsistency or conflict between a provision in this material and any federal, provincial, state or local statute, regulation, order or other law, such law will supersede the conflicting or inconsistent provision(s) of this material in all properties subject to that law.
© 2002 by 3Circle Partners, Inc.
Portions of this material are © Belbin & Associates. Used here with permission. All Rights Reserved.