1. Team Acceleration & High Performance Teams
May 19th, 2011

2. Workshop Objectives Accelerate your effectiveness as a Study-Group
Agree on some initial Ground Rules to improve Study-Group performance
Use Belbin Team Roles to optimize the use of all the individual strengths of the Study-Group members and identify potential problem areas

3. © Copyright 2011 3Circle Partners LLC
Team Evolution
Tuckman’s Stage Model
© Copyright Circle Partners LLC

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

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

6. 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

7. Activity A: Teaching Smart People How To Learn

8. Activity – Teaching Smart People How To Learn
Objectives
1. To strengthen understanding of the leadership principles studied in the pre-session reading.
To explore your effectiveness as members of a newly formed working group.
Discuss the questions from the pre-session assignment. Make team decision about the best (most complete) answer for each one. Although individuals may change their minds during the discussion, do not change your individual answers from the pre-session preparation phase. Scoring is based on the reading assignment even though you may disagree.
Scoring: Correct answers will be worth 10 points, incorrect answers negative 10 points, and unanswered items 0 points.
Do not use the text material during this exercise.
Time = 25 minutes

9. Activity A – Teaching Smart People How To Learn – Score Key
Item
Correct
Answer
Your
Points
Page Reference in Article 1 c 6 2 d 9 3 a 4 5 10 b 11 7 12 8 13 14
Correct answers will be worth 10 points, incorrect answers negative 10 points, and unanswered items 0 points.

10. 40/80 % = 50% 100 80 _ 60 40 _ 20 -100 MAXIMUM SCORE ? MINIMUM SCORE ?
SAY THE AVERAGE OF INDIVIDUAL SCORES ON TEAM - 60
SAY TEAM SCORE - 40
GAIN OR LOSS FROM INTERACTION ? _ 20
MAXIMUM POSSIBLE GAIN ?
INTERACTION EFFECTIVENESS:
40/80 % = 50%
-100

11. Activity A Interaction Efficiency Scoring Example
Record the Workgroup Score here. It is the single score calculated after discussion on handout.
A. ______ B.
Record the score each workgroup member made on the test in the spaces to the right.
B. ______ ______
______ ______ C.
Calculate the Average Individual Score.
C. ______ D.
Subtract the Average Individual Score (C) from the Workgroup Score (A) to get the Gain or Loss as a result of collaborating.
D. ______ E.
The Perfect Score for this activity is: E F.
Subtract the Average Individual Score (C) from the Perfect Score (E) to get the Possible Improvement.
F. ______ G.
Divide the Gain or Loss (D) by the Possible Improvement (F) and multiply by 100. This is your Interaction Efficiency Score.
G. ______ 60 50 30 10
-10 20 40 80
50%

12. Scoring
Team Score
Synergy
Potential High Score

13. Team Accelerator Index

14. INDIVIDUAL EXERCISE – 10min
On the Team Accelerator Index sheet rate your team’s performance in each criteria on a scale of 0 to 5, by allocating one point for each question in that category that the team successfully completed
Rating is the number of “Yes” answers for this category
Answer 5 questions “Yes” or “No”

15. Team agree on a Final Rating for each category
TEAM EXERCISE – 30mins
For all six criteria, the team should agree on a final rating
Identify Concrete Actions, or Ground rules, that the Team will take in the future to improve performance
Team agree on a Final Rating for each category
Discuss what Team did or didn’t do well
Note Ground Rules to use moving forward

16. Team Accelerator Index?
3.5 22
4.5 2 3 1 3
Goal of:
> 20
0.5 4 5
2.5

17. High Performing Teams & Belbin Team Roles

18. 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

19. Team 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.

20. 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
Role
Learning
Personality
Set of
Observable
Behaviors
Experience
Mental
Abilities
Current
Values
&
Motivations
Environment
&
Constraints

21. 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

22. 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.

23. 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

24. Team Roles Key Concepts – Team
Diversity is essential - Need all 9 roles to be most effective long-term
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 (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 facing the 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 & !!***#%!!/
BEWARE OF LABELLING PEOPLE!!:
Everyone has 3 to 6 roles they prefer or are comfortable with and they may prefer/need to use different roles in different circumstances.

25. Individual Belbin Profiles
                                                                                                                                  
REPORTS

26. 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.)

27. 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 10 or more

28. 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).

29. 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.

30. 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.

31. 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

32. President Obama’s Results

33. Team Mapping

34. Individual, Team, 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

35. Team Mapping Exercise Use 1st report: ASSESSMENT RESULTS IN RANK ORDERPL ME SP SH CF
IMP CO TW RI
Susan
Denise
Mike
John
Beth
Tim
Raj 1 3 2 8 9 7
For each Team Role:
Surplus ?
Void ?
If so, what adjustments will be required ? 7 8 9 1 2 3
Thinking
Action
People

36. 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

37. 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

38. 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

39. Team Maps
Any Study Group that would like to review their Team map with me
Any Student that would like to do the Belbin assessments and Team Map for a team back in their workplace
to discuss

40. Wrap Up

41. Next Steps
You will be contacted in the next 2 weeks by Maggie Carveth to arrange a time for your individual 1-on-1 Belbin Coaching Session with me

42. Email anton@3circlepartners.com
Next Steps
Also in the next few days you will receive an with links to download:
These “Team Acceleration” overheads
Belbin Workbook pdf
Coherence & Word Analysis spreadsheet
for a copy of
“The Third Circle – Interactions That Drive Results” or if you have any questions

43. COHERENCE & WORDS ANALYSIS - xls RESOURCE INVESTIGATOR
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

48. Team Accelerator Index?
Goal of:
> 20

49. Belbin Team Mapping Template

50. 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

51. 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)

52. © Copyright 2011 3Circle Partners LLC