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Belbin Team Roles Productive Teams Workshop. 2 © 2013 3Circle Partners LLC Productive Teams Workshop Objectives Understand your preferred, manageable.

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Presentation on theme: "Belbin Team Roles Productive Teams Workshop. 2 © 2013 3Circle Partners LLC Productive Teams Workshop Objectives Understand your preferred, manageable."— Presentation transcript:

1 Belbin Team Roles Productive Teams Workshop

2 2 © Circle Partners LLC Productive Teams Workshop Objectives Understand your preferred, manageable and least preferred team roles Gain an appreciation of your self-perception and the perceptions of others of your team role profile Understand Belbin Team Role Theory and methods in order to be able to effectively apply this research based approach to obtain enhanced business results Learn to use the Belbin methods in a team setting using a powerful team mapping exercise that highlights the strengths and weaknesses of a team and provides methods to improve business results

3 3 © Circle Partners LLC Workshop Agenda Agenda Review Introduction to Belbin Team Roles Belbin Review: Productive Teams & Team Roles Individual Report Interpretation Team Mapping Questions, Wrap Up and Bs & Cs

4 4 © Circle Partners LLC Belbin Team Roles Dr. Meredith Belbin from Cambridge University devoted over 10 years of research into team effectiveness: He demonstrated that with a careful balance of technical skills and the optimal behavior patterns, we can select and develop teams with a predictably higher degree of success. The skill or individual excellence of the team members was not a predictor of a team’s results. The way that the individual members behaved contributed to or detracted from the team’s effectiveness. He identified nine predictable behavior patterns or “team roles.”

5 5 © Circle Partners LLC Belbin Team Roles Henley Management College (now known as The Henley Business School at the University of Reading – an English triple accredited business school and 3 rd largest provider of MBAs in the world) Almost 10 Years – Intense Observational Research 9 Distinct “Clusters of Behavior” or “Areas of Contribution” emerged

6 6 © Circle Partners LLC Predicting Team Performance Predicted Order of Finish Actual Order of Finish A typical example of Belbin’s 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 X’s on the diagonal line represent where Belbin's predictions and the team's performance matched exactly.

7 7 © Circle Partners LLC What is a Team Role? Belbin’s research found that when all 9 “areas of contribution” – or team roles were covered (and balanced), that team had a higher predictability for success and high- performance. (versus a “Functional Role,” which refers to the job demands that a person has to meet by supplying the requisite technical skills and operational knowledge) A tendency to behave, contribute, and interrelate with others in a particular way -- when working in a team

8 8 © Circle Partners LLC Team Roles Nine Roles Identified The team roles fall into three categories for each person: Natural or Preferred roles As individuals differ greatly in personality & behavior, so too will their team role compositions vary. Manageable roles they can assume Least Preferred roles

9 9 © Circle Partners LLC Action-oriented Roles Shaper Implementer Completer Finisher People-oriented Roles Thinking Roles Team Role Categories Co-ordinator Teamworker Resource Investigator Plant Specialist Monitor Evaluator

10 10 © Circle Partners LLC The Nine Team Roles Action SH Shaper IMP Implementer CF Completer Finisher Challenging, dynamic, thrives on pressure. Has drive to overcome obstacles. Practical, reliable, efficient. Turns ideas into actions and organizes tasks. Painstaking, conscientious, anxious. Finds errors. Polishes and perfects. People TW Team Worker RI Resource Investigator CO Coordinator Co-operative, perceptive and diplomatic. Listens and averts friction. Outgoing, enthusiastic, communicative. Explores opportunities, develops contacts Mature, confident, identifies talent. Clarifies goals. Delegates effectively. Allowable Weakness Ignores incidentals. Too pre- occupied to fully communicate. Lacks drive and ability to inspire others. Can be overly critical. Contributes only on a narrow front. Dwells on technicalities. Prone to provocation. Offends people's feelings. Somewhat inflexible. Slow to respond to new possibilities. Inclined to worry unduly. Reluctant to delegate. Indecisive in crunch situations Avoids confrontation. Over-optimistic. Loses interest once initial enthusiasm expires. Can be seen as manipulative. Offloads own share of the work. Team Role Contribution Thinking PL Plant ME Monitor Evaluator SP Specialist Creative, imaginative, free-thinking. Generates ideas & solves hard problems. Sober, strategic and discerning. Sees all options and judges accurately. Single-minded, self-starting, dedicated. Provides rare knowledge and skills.

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29 29 © Circle Partners LLC Factors Determining Individual Behavior in a Team BEHAVIOR Role learning Role learning External influences External influences Experience Values and motivations Values and motivations Personality Mental abilities Mental abilities

30 30 © Circle Partners LLC The Complexity of Team Interaction ? ? ? ? ??

31 31 © Circle Partners LLC 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!

32 32 © Circle Partners LLC Team Roles Key Concepts – Individual Focus on what you do best Understand and excel in your natural, preferred roles and manage, rather than struggle, to be good at your least- preferred roles

33 33 © Circle Partners LLC Team Roles Key Concepts – Team Diversity is essential – All 9 roles will be needed at some point Belbin demonstrated that diversity is a key predictor of actual results, it provides a framework for constructive conflict Doesn’t mean a team needs 9 people (5-6 is typically the ideal) Each role should be represented within the team Some roles will be more or less important at a given time or for certain tasks facing the team. Who plays each role may also evolve & change over time.

34 34 © Circle Partners LLC Team Roles Key Concepts – Team Beware of having too many of same role on team Too many Plants – all brainstorming, no action Too many Monitor Evaluators – analysis paralysis Too many Shapers – CONFLICT & !!***#%!!/

35 35 © Circle Partners LLC Team Roles Key Concepts – Team BEWARE OF LABELLING PEOPLE!! Everyone has 3 to 6 roles that are preferred or manageable - they may need to switch among these different roles based on the circumstances. Plant Shaper


37 37 © Circle Partners LLC Reading Your Report Is my report coherent ? Are my strongest roles consistent across observers and myself ? Are the weaknesses seen by the observers ‘allowable’ ? Are my top roles much more evident to the observers than my weaker roles ? Key Questions to answer

38 38 © Circle Partners LLC Analysis of your Team Role Composition The overall rank order on the bottom line is the weighted addition of the Self- Perception and the total of the Observers’ input. The weighting is 57-67% observers, depending on how many observers participated. What are my Top Roles ? Example Report

39 39 © Circle Partners LLC Team Role Overview Generally, you want to play to your preferred roles whenever possible. Pick the one best suited to the setting, set of tasks or other people you are with. Sometimes a role outside your top 3 is the one best suited to the situation; think of this as “flexing or stretching”, especially if the role has a lower score. Try to let others fill your weakest roles. 75 – 100 Clearly Projected Top Role RICO 50 – 74 Strong Roles TWPL SP 0 – 49Delegate to Others? SHME IMPCF Example Report

40 40 © Circle Partners LLC Comparing Self and Observer Perceptions Coherence is the alignment of self-perception and observers’ perceptions of what you do and are good at. It is important because it is correlated with being self-aware and effectively working with others (playing to your true strengths). Perfect alignment is impossible, but check for large gaps. Most people have some “disconnects” between the two. Differences of 40 or more Example Report This report is based on your Self-Perception plus 5 Observer Assessment

41 41 © Circle Partners LLC Your Team Role Preferences In this example, the person feels they excel at three roles (RI, CO, TW), and have little aptitude for four roles (SH, ME, IMP, CF). The system also checks for consistency in the self-perception data and “drops points” when inconsistencies are found. This person had none, but scores of 5-15 are common. Example Report

42 42 © Circle Partners LLC Observed Team Role Strengths and Weaknesses Some weaknesses are to be expected, especially on the strongest roles. They may occur when you play the role to its proper extent. They are allowable as long as they do not become too extreme. Having no weakness on a role, especially the stronger ones, may indicate a “hidden strength” (a role that could safely be played more if you choose to). Are these weaknesses allowable ? ?

43 43 © Circle Partners LLC List of Observer Responses This is the complete list of words your observers could choose from to describe your behavior. All words line up to a specific role as either a strength or associated weakness (italicized). Maximum score = 2 x number of observers Example Report

44 44 © Circle Partners LLC Team Role Feedback Example Report The data on this page is based on common themes for people like yourself. There are over 250 reports like this in the system. The report in your package was chosen based on what your top roles were and what your weakest role was.


46 46 © Circle Partners LLC Individual, Team, Organization Individual Team Role Reports Culture Analysis Team Maps & Pairs Analysis Self- Mastery Self- Management Self- Awareness 1 Organization Awareness & Change Team Awareness & Effectiveness Awareness of Others 2 3

47 47 © Circle Partners LLC Team Role Mapping Exercise PL ME SP SH CF IMP CO TW RI Mike Susan Tim John Beth Raj Denise For each Team Role: Surplus ? Void ? Tendencies? What adjustments will be required ? Use the OVERALL ranking (see page 3 of your report) Thinking Action People x x x x x x xxxx x x x x x x x x x x x

48 These 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. The following terms are registered trademarks of 3Circle Partners: Team Accelerator; Improving Teams; Team Acceleration. 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. ® ®

49 49 © Circle Partners LLC Team Role Opposites CO-ORDINATOR Generalises PLANT Theorizes RESOURCE INVESTIGATOR Recognises opportunities SPECIALIST Specifies IMPLEMENTER Applies TEAMWORKER Supports COMPLETER FINISHER Perfects established systems SHAPER Drives

50 50 © Circle Partners LLC Spock Martha Stewart Warren Buffet General Patton Mother Theresa Robin Williams Famous characters and their possible Belbin team-roles

51 51 © Circle Partners LLC How can Belbin Team Roles help you and your team?

52 52 © Circle Partners LLC Identify natural talents and attributes Develop these talents rather than dwell on shortcomings Wherever possible, realign the job demands with the natural talents. Unleashing the potential of each employee

53 53 © Circle Partners LLC How Effective Managers Behave No single combination makes a good manager Be a good example of who you are Understand why some people may annoy you and it’s OK

54 54 © Circle Partners LLC Tips for managers Be self aware Take an interest in others Adapt to the specific demands of your situation Make the most of the available resources

55 55 © Circle Partners LLC Chinese Czech Danish Dutch English Estonian Finnish French German Greek Italian Japanese Norwegian Polish Portuguese Romanian Russian Slovak Slovenian Spanish Swedish Turkish Reports currently available in:

56 56 © Circle Partners LLC Background DeeDee Smartt Lynch DeeDee is a Senior Consultant with 3 Circle Partners and contributes her deep expertise in Belbin Teams Roles, a scientifically proven system for designing, developing and improving teams. She currently provides sole source Belbin Accreditation for North America through 3Circle Partners. While living in the United Kingdom DeeDee launched a new regional market presence in Manchester, for a successful Scottish OD consulting firm. Prior to being a consultant DeeDee was Director of Economic Development in Andrews County, Texas, where she helped establish a regional energy initiative, attracting interest and investment from the nuclear, wind, geo-thermal and coal industries. She organized cross state collaborations with local and state entities (including Texas Governor Rick Perry’s Office of Economic Development) to establish and promote a regional nuclear zone. DeeDee owned a successful event management company in Austin, Texas specializing in corporate events and reunions, producing over 250 turn-key events. Prior to which DeeDee worked at the Texas State Legislature for three state representatives. DeeDee graduated from the University of Texas at Austin with a Bachelor of Science in Organizational Communications. DeeDee Smartt Lynch Washington, D.C. Metro Area

57 57 © Circle Partners LLC The Crisis Team Instructions 1.Make up a crisis 2.Compose a Crisis Team Not on the basis of Functional Roles On the basis of the “Pure” Team Roles a)What Team Role IN, why? b)What Team Role OUT, why? c)What numbers? d)What tasks? e)Optional: names of well-known people that match the descriptions 3.Full consensus, everyone has a veto 4.Prepare a presentation

58 58 © Circle Partners LLC The Crisis Team Report Out & De-brief

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