Lead and manage a team within a health and social care or children and young people’s setting Belbin’s (1993) team roles

Belbin’s (1993) team roles Belbin (1993) identifies nine different roles people play in teams. Individual team members make different contributions to the team according to their personal characteristics (and roles). Teams are most effective: - when there is a balance of roles - when individuals know their roles, work to their strengths and manage their weaknesses.

Belbin’s (1993) team roles Overarching focus: Doing/acting Implementer: well organised and methodical, makes basic ideas work in practice but may be slow and inflexible Shaper: active and dynamic; encourages others to move forward but can be insensitive Completer/finisher: reliable and detailed; ensures things are completed and work well but can worry, avoid delegation and not trust others

Belbin’s (1993) team roles Overarching focus: Thinking/problem solving Plant: creative problem solver who has new ideas, but may fail to focus on details and can communicate ineffectively Monitor/evaluator: strategic thinker who carefully considers options but may not inspire others and lacks drive Specialist: possesses expert knowledge and skills; focused and dedicated but tends to have narrow, specialist focus

Belbin’s (1993) team roles Overarching focus: People/feelings Co-ordinator: confident and respected leader who focuses self and others on team goals but may over-delegate and be seen as manipulative Team worker: Optimistic, diplomatic and effective listener, keen to resolve problems and maintain relationships, but may be indecisive Resource/investigator: Optimistic effective networker, positive about new ideas and opportunities but may be too optimistic and lose momentum after initial interest wanes