Presentation on theme: "You will need your Belbin Reports for this session"— Presentation transcript:
1You will need your Belbin Reports for this session Good MorningYou will need your Belbin Reports for this session
2Team Acceleration™ & Belbin Team Roles Haas School of BusinessEvening & Weekend MBA ProgramMid-Program Academic RetreatJanuary 14th , 2012
3Background Anton McBurnie Anton brings to 3Circle Partners over 25 years of hands-on experience successfully growing, managing and turning around companies all over the worldAs 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 McBurnieSan Francisco Bay Area, California(650)
4Email firstname.lastname@example.org “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 memberComplimentary 1.5hr session to take team through profiles and Team Map
6The 3 Circles vs. Bias for Action StrategyStrategic Thinking & Business Strategies?We want to WIN!ExecutionImplicit Assumption of Alignment on GoalsLet’s get on with it!InteractionOpinions not DataConflict avoidance - VotingAssumptions not verifiedCompliance not Commitment
7What are the Problems ?Participation Rates – example based on actual data
8What are the Problems ?43- Team Consensus- Boss DecidesA TEAM’S PERFORMANCE IS MEASURED BY THE QUALITY OF THE DECISIONS IT MAKES
9Accelerate Performance Team EvolutionperformanceAccelerate PerformancePERFORMINGTolerance & respect within teamEmbrace & productive use of conflictPrinciple-based, with flexibilityMaximum effectivenessFORMINGPolitenessUncertainty about othersCover up weaknessesLack of shared understandingNORMINGTask-focusedConflicts getting resolvedSystems, rules & proceduresFeedback occurstimeSTORMINGFrustrationOpen conflict, but unresolvedTeam becomes inward-lookingActual self-images begin to emergeTuckman’s Stage Model
10The Critical ElementsDECISIONS1 on 11 on Some1 on AllIn addition to EXPERIENCE & DATA, Rapid, Quality Decisions require:The right BALANCE of peopleAn effective PROCESSThe appropriate INTERACTION from the people involved123
11Objectives Better, Faster Decision-Making Through Collaboration Use your personal Team Role Portfolio to understand and play to your strengthsUse the Team Map to optimize the contribution of ALL members of the team
121. Belbin Team Role Profiles What do you bring to the team?
13High 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 teamEffective processRelevant experienceTeam Role Profiles – a scientifically proven, rapid way to predict team effectiveness:Design effective teamsDiagnose existing teams
14Belbin Team RolesDr. 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.
15Predicting 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.PredictedActual54321XPredicted Order of FinishActual Order of Finish12345
16BelbinTeam RolesWhat 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 IdentifiedThe team roles for most people fall into three categories:Natural or Preferred rolesManageable roles they can assumeLeast Preferred rolesAs individuals differ greatly in personality & behavior so too will their team role profiles vary.
17Factors Determining Individual Behavior in a Team Observed behavior can be misleading – Beware first impressions!Tendency to over-rate Extroverts & under-rate IntrovertsInstability between the factors can create inner-conflict, Team Roles unclear – conflict needs to be consciously resolvedAbsence of conflicting factors leads to simple, uncomplicated behavior – Team Roles easy to see6.RoleLearning1.PersonalitySet ofObservableBehaviors5.Experience2.MentalAbilities4.Environment&Constraints3.CurrentValues&Motivations
18The Complexity of Team Interaction 123456123456123456??123456??????123456123456123456
19Team Role Contribution The Nine Team RolesCreative, Original, UnorthodoxSolves difficult problemsObjective, Strategic, DiscerningJudges all optionsDeep Knowledge, Single-minded,Self-startingTeam Role ContributionAbsent-mindedIgnores detailsUninspiring, CriticalLimited contributionAbrasive, InsensitiveEasily provokedInflexibleReluctant to changeWorrier, Nit-PicksReluctant to delegateIndecisive, AvoidsConflictOver-optimisticEasily BoredManipulativeOver-delegatesAllowable WeaknessThinkingPLPlantMEMonitorEvaluatorSPSpecialistActionSHShaperIMPImplementerCFCompleterFinisherHard Driving, Influencer, DynamicChallenges, Puts on the PressureOrganizing, Disciplined, ReliableTurns ideas into practical actionsMeticulous, Conscientious, On timeSearches out errors and omissionsPeopleTWTeam WorkerRIResourceInvestigatorCOCoordinatorDiplomatic, Cooperative, PerceptiveListens, Averts frictionOutgoing, Enthusiastic, NetworkerRecognizes OpportunitiesMotivator, Orchestrator, FacilitatorClarifies goals & decision-making.
20Team 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 aheadEnsure that Allowable Weakness does not become “Disallowable”:Lose a Plant’s attention during a meeting because they are dreaming up a creative solution = OKPlant 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
22Assessment 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.)
23Pie 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
24Self-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) andLEAST PREFERS the roles of Shaper (SH), Implementer (IMP) and Completer Finisher (CF).
25Bar 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.
26Counseling ReportGenerated 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 OrderIt 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.
27List 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 2A score of 0 means no Observers felt these behaviors were descriptive
29Next StepsIn next few days you will receive an with these overheadsA pdf version of the Belbin Workbook:Pt 1: Adjusting to the reality of you - Improving your Belbin coherencePt 2: Improving Strengths & Managing WeaknessesBelbin Word Analysis spreadsheetfor questions on your individual profile
30RESOURCE INVESTIGATOR BELBIN WORDS ANALYSISTHINKINGACTIONPEOPLEPLANTSHAPERCOORDINATORClever6Forgetful2Challenging1AggressiveBroad in outlookEmpire-buildingCreative4UnorthodoxCompetitiveImpatientCalm and confident7Laid backImaginativeUp-in-the-cloudsHard-drivingProvocativeConscious of prioritiesManipulativeInnovative3OutspokenConsultative8OriginalToughEncouraging of others1732MONITOR EVALUATORIMPLEMENTERTEAM WORKERAnalyticalCriticalDisciplinedInflexibleAdaptable5Fearful of conflictImpartialSkepticalEfficientResistant to changeCaringIndecisiveLogicalSlow-movingLoyalUnadventurousCo-OperativeOver-sensitiveRealisticPracticalDiplomaticShrewdWell-organizedObservant121026SPECIALISTCOMPLETER FINISHERRESOURCE INVESTIGATORKnowledgeableInsularAccurateFrightened of failureEnterprisingEasily boredProf. dedicatedNot Interested in othersConscientiousFussyInquisitiveErraticSelf-reliantTerritorialGood at follow throughReluctant to delegateOpportunisticImpulsiveSingle-mindedPerfectionistOutgoingTechnically skillfulPersistentPersuasive919Colour codes:Need to addressUse othersGood progress since last Belbin
33The Path of ChangeChange at the team level typically takes hold more rapidly and lasts longer – this is Team-Focused ChangeSelf-AwarenessSelf- ManagementSelf-MasteryAwareness of OthersTeam Awareness & EffectivenessOrganization Awareness & ChangeSuccessful 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 sustainInitiatives “imposed” on the organization have a very reduced success rate
342. Belbin Team Mapping Is Everyone Optimizing Their Contribution?
35Creating Awareness throughout the Organization Self-AwarenessSelf- ManagementSelf-Mastery2. Team Maps & Pairs AnalysisAwareness of OthersTeam Awareness & Effectiveness1. Individual Team Role ReportsOrganization Awareness & Change3. Culture Analysis
36Team Roles in Decision Process DeadlineMECLARIFYIMSTARTPLSHDECISIONDIVERGECONVERGERICFASSESSSP(Tech)CO / TWTIME
37Team Roles Key Concepts – Team Diversity is essential - Need all 9 roles to be most effective long-termDiversity is a key predictor of actual results, it provides a framework for constructive conflictDoes 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
38Team Roles Key Concepts – Team Understand the impact of surplus and voids:Too many Plants – all brainstorming, no actionNo Plants – no innovationToo many Monitor Evaluators – analysis paralysisNo Monitor Evaluators – wasted time on poor ideasToo many Shapers – CONFLICT & !!***#%!!/No Shapers – no sense of urgency to get things done
39Surplus of Plants *Surplus of PL TIME Deadline ME IM PL* SH RI CF SP CLARIFYIMSTARTPL*SHDECISIONDIVERGECONVERGERICFASSESSSP(Tech)CO / TWTIME
40Surplus of Monitor Evaluators *Surplus of MEDeadlineME*CLARIFYIMSTARTPLSHDECISIONDIVERGECONVERGERICFASSESSSP(Tech)CO / TWTIME
41Team Roles Key Concepts – Team BEWARE OF LABELLING PEOPLE:Everyone has 3 to 6 roles they prefer or are comfortable withThey may prefer or need to use different roles in different circumstances
42Team Mapping Exercise – 20mins Use 1st report: ASSESSMENT RESULTS IN RANK ORDERSURPLUS >50% have in Top 3 rolesVOID no-one has in Top 3 rolesNATURAL BIAS count no. of Top 3 roles in Thinking/Action/ People categoriesACTION PLAN what will you do differently in the next round?PLMESPSHCFIMPCOTWRISusanDeniseMikeJohnBethTimRaj132897789123ThinkingActionPeople
47Email email@example.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 memberComplimentary 1.5hr session to take team through profiles and Team Map