1. High Performing Teams & Belbin Team Roles INSERT LOGO HERE

2. 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 reports – a scientifically proven, rapid way to predict team effectiveness: Design effective teams Diagnose and improve performance of existing teams 2 ©2013 3Circle Partners LLC. Portions of this material are © Belbin & Associates. Used here with permission. All Rights Reserved.

3. 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 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 and develop teams with a predictably higher degree of success. 3©2013 3Circle Partners LLC. Portions of this material are © Belbin & Associates. Used here with permission. All Rights Reserved.

4. Predicting Team Performance Predicted Order of Finish Actual Order of Finish 11 23 32 44 55 A typical example of Belbin’s ability to predict the order of finish of teams in the Henley Management Simulations. Predicted Actual 5 5 4 4 3 3 21 2 1 X X X X X The red Xs 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. 4©2013 3Circle Partners LLC. Portions of this material are © Belbin & Associates. Used here with permission. All Rights Reserved.

5. 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 fall into three categories for each person: 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 compositions vary. 5©2013 3Circle Partners LLC. Portions of this material are © Belbin & Associates. Used here with permission. All Rights Reserved.

6. Factors Determining Individual Behavior in a Team Set of Observable Behaviors 4. Environment & Constraints 3. Current Values & Motivations 2. Mental Abilities 1. Personality 6. Role Learning 5. Experience 6©2013 3Circle Partners LLC. Portions of this material are © Belbin & Associates. Used here with permission. All Rights Reserved.

7. The Complexity of Team Interaction 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 1 2 3 4 5 6 ? ? ? ? ?? 7©2013 3Circle Partners LLC. Portions of this material are © Belbin & Associates. Used here with permission. All Rights Reserved.

8. 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. 8©2013 3Circle Partners LLC. Portions of this material are © Belbin & Associates. Used here with permission. All Rights Reserved.

9. 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 9©2013 3Circle Partners LLC. Portions of this material are © Belbin & Associates. Used here with permission. All Rights Reserved.

10. 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. 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 labeling 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. 10©2013 3Circle Partners LLC. Portions of this material are © Belbin & Associates. Used here with permission. All Rights Reserved.

11. Individual Belbin Reports INSERT LOGO HERE REPORTS

12. Reading Your Report The instructor will hand out everyone’s individual reports Key Questions to answer: –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? 12©2013 3Circle Partners LLC. Portions of this material are © Belbin & Associates. Used here with permission. All Rights Reserved.

13. 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. What are my Top Roles ? Example Report 13©2013 3Circle Partners LLC. Portions of this material are © Belbin & Associates. Used here with permission. All Rights Reserved.

14. 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 14 ©2013 3Circle Partners LLC. Portions of this material are © Belbin & Associates. Used here with permission. All Rights Reserved.

15. Comparing Self and Observer Perceptions Example Report 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 15©2013 3Circle Partners LLC. Portions of this material are © Belbin & Associates. Used here with permission. All Rights Reserved.

16. Your Team Role Preferences Example Report 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 any inconsistencies are found. This person had none, but scores of 5-15 are common. 16©2013 3Circle Partners LLC. Portions of this material are © Belbin & Associates. Used here with permission. All Rights Reserved.

17. Observed Team Role Strengths and Weaknesses Example Report 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 ? ? 17©2013 3Circle Partners LLC. Portions of this material are © Belbin & Associates. Used here with permission. All Rights Reserved.

18. List of Observer Responses Example Report This is the complete list of words your observers could choose from to describe your behavior. Adjectives that are allowable weakness are italicized. Maximum score = 2 x number of observers 18©2013 3Circle Partners LLC. Portions of this material are © Belbin & Associates. Used here with permission. All Rights Reserved.

19. Team Role Feedback Example Report The data on this page is based on common themes for people like yourself. The report in your package was chosen based on what your top roles were and what your weakest role was. 19©2013 3Circle Partners LLC. Portions of this material are © Belbin & Associates. Used here with permission. All Rights Reserved.

20. Team Role Mapping INSERT LOGO HERE

21. Individual, Team, Organization 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 21©2013 3Circle Partners LLC. Portions of this material are © Belbin & Associates. Used here with permission. All Rights Reserved.

22. 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 22©2013 3Circle Partners LLC. Portions of this material are © Belbin & Associates. Used here with permission. All Rights Reserved.