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

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Presentation on theme: "Good Morning You will need your Belbin Reports for this session 1."— Presentation transcript:

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

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

3 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 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…. 5

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

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

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

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

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

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 11

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

13 High Performance Teams & Team Roles The formation of effective teams is more by good fortune than good judgment….it doesnt 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 13

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 teams results. –It was the way that the individual members behaved that contributed to or detracted from the teams effectiveness. –He identified nine predictable behavior patterns or team roles. 14 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 15 Predicted Order of Finish Actual Order of Finish A typical example of Belbins ability to predict the order of finish of teams in the Henley Management Simulations. Predicted Actual X X X X X The red x's on the graph represent the different teams participating in the simulation. Red xs on the diagonal line represent where Belbin's predictions and the team's performance matched exactly.

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. 16

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 17 Set of Observable Behaviors 4. Environment & Constraints 3. Current Values & Motivations 2. Mental Abilities 1. Personality 6. Role Learning 5. Experience

18 The Complexity of Team Interaction ? ? ? ? ??

19 The Nine Team Roles 19 Action SH Shaper IMP Implementer CF Completer Finisher Thinking PL Plant ME Monitor Evaluator SP Specialist People TW Team Worker RI Resource Investigator CO Coordinator 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 Diplomatic, Cooperative, Perceptive Listens, Averts friction Outgoing, Enthusiastic, Networker Recognizes Opportunities Motivator, Orchestrator, Facilitator Clarifies goals & decision-making. 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

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 becomeDisallowable: Lose a Plants 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 20

21 Individual Belbin Profiles 21 REPORTS

22 Assessment Results in Rank Order 22 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.) What are my Top Roles ?

23 Pie Charts Self-Perception vs Observers 23 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 Am I coherent ?

24 Self-Perception Team Role Profile 24 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 25 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. Are these weaknesses allowable ?

26 Counseling Report 26 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 individuals 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 27 This list shows at the top Davids 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 28

29 Next Steps 1.In next few days you will receive an with these overheads 2.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 3.Belbin Word Analysis spreadsheet 4. for questions on your individual

30 30 BELBIN WORDS ANALYSIS THINKINGACTIONPEOPLE PLANT SHAPER COORDINATOR Clever6Forgetful2Challenging1Aggressive Broad in outlook6Empire-building Creative4Unorthodox1Competitive Impatient1Calm and confident7Laid back1 Imaginative4Up-in-the-clouds Hard-driving Provocative Conscious of priorities4Manipulative1 Innovative3 Outspoken1 Consultative8 Original Tough Encouraging of others MONITOR EVALUATOR IMPLEMENTER TEAM WORKER Analytical4Critical1Disciplined3Inflexible Adaptable5Fearful of conflict Impartial1Skeptical2Efficient Resistant to change Caring7Indecisive1 Logical4Slow-moving1Loyal5Unadventurous Co-Operative2Over-sensitive2 Realistic2 Practical1 Diplomatic6 Shrewd1 Well-organized1 Observant SPECIALIST COMPLETER FINISHER RESOURCE INVESTIGATOR Knowledgeable7Insular Accurate1Frightened of failure Enterprising4Easily bored1 Prof. dedicated5 Not Interested in others Conscientious3Fussy Inquisitive5Erratic1 Self-reliant Territorial1 Good at follow through1 Reluctant to delegate Opportunistic2Impulsive2 Single-minded Perfectionist2 Outgoing3 Technically skillful Persistent2 Persuasive Colour codes: Need to address Use others Good progress since last Belbin

31 Globe & Mail Belbin Study on US Election

32 President Obamas Results 32

33 The Path of Change 33 Awareness of Others Team Awareness & Effectiveness Organization Awareness & Change Self-Awareness Self- Management Self-Mastery 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 Change at the team level typically takes hold more rapidly and lasts longer – this is Team- Focused Change

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

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

36 CO / TW TIME DIVERGECONVERGE CLARIFY ASSESS ME SP (Tech) STARTDECISION PL RI IM CF SH Team Roles in Decision Process Deadline

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 37

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 38

39 CO / TW TIME DIVERGECONVERGE CLARIFY ASSESS ME SP (Tech) STARTDECISION PL* RI IM CF SH Deadline *Surplus of PL Surplus of Plants

40 CO / TW TIME DIVERGECONVERGE CLARIFY ASSESS ME * SP (Tech) STARTDECISION PL RI IM CF SH Surplus of Monitor Evaluators Deadline *Surplus of ME

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 41

42 Team Mapping Exercise – 20mins 42 PL ME SP SH CF IMP CO TW RI Mike Susan Tim John Beth Raj Denise Use 1st report: ASSESSMENT RESULTS IN RANK ORDER Thinking Action People 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?

43 Team Map – REVIEW example Team Role Team Member A Team Member B Team Member C Team Member D Team Member 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 43

44 Team Map – REVIEW example Team Role Team Member A Team Member B Team Member C Team Member D Team Member E Thinking Roles PL - Plant ME Monitor Evaluator 3171 SP - Specialist 188 Action Roles SH - Shaper 32 CF - Completer Finisher 2899 IMP - Implementer 129 People Roles CO - Coordinator 8712 TW - Team Worker 772 RI - Resource Investigator 87 44

45 Team Map – REVIEW example Team Role Team Member A Team Member B Team Member C Team Member D Team Member 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 45

46 Tools,Takeaways and downloads 46

47 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

48 48

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50 50

51 Belbin Team Mapping template 51

52 52

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

54 54 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. Information


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