1. Team Roles (Belbin)  Research by Dr Meredith Belbin in the late 1970s has led to the development of 9 team roles. These team roles are clusters of behaviour that individuals adopt when participating in a team.  Today, this model is used by over 40% of the top 100 companies in the UK, the United Nations and thousands of organisations throughout the world.  There are no good or bad team roles, but it is important for each person to know their own Team Role and those of their colleagues with whom they interact. It is only by utilising these individual and collective strengths that individual, teams and organisations can realise their full potential. How do I work out my profile? For each of the following sections, share out 10 points among the sentences that best describe your behaviour. These points may be shared out among lots of statements or you may wish to allocate all 10 points to a statement that you feel really describes your behaviour. Please note that you must allocate 10 points (no more or no less) in each section.

2. Section 1 A) I like new opportunities to stretch myself ……. B) I work well with lots of different types of people ……. C) I have good knowledge about some things and am able to share this with people ……. D) When in a group, I can draw quiet people out and help them contribute to the group ……. E) I can always be relied on to finish anything I start ……. F) I can sometimes be outspoken and blunt. Sometimes this is seen as me being tactless and rude ……. G) I can usually tell if a plan or idea is good or will work ……. H) I can think about different options and weigh each up, without being biased ……. I) I am really good at coming up with ideas …….

3. Section 2 A) I like to be in teams that are organised and structured …. B) I like to make sure that when I am in a team everyone has a say about something ……. C) I have a tendency to talk a lot in a group……. D) I don't appear enthusiastic in a group because I don’t get carried away with things, I like to think through all decisions that are being made ……. E) I am sometimes seen as forceful and bossy when I am in a group ……. F) I find it difficult to lead a group ……. G) When I am in a team, I sometimes caught up in my own ideas and lose track of what is happening in the team ……. H) I am reluctant to contribute in a team, unless I know a lot about what I am talking about ……. I) I don't like to give my opinions about something until the end …….

4. Section 3 A) I can often influence people without pressurising them … B) I am usually good at spotting careless mistakes and omissions from spoiling the success ……. C) I like meetings to be productive, and I don’t like meetings that waste time or lose sight about what they are supposed to be doing ……. D) In a team, I can often come up with an original idea ……. E) I always try to be professional when I am in a work environment ……. F) I am good about thinking about new possibilities and ideas ……. G) People think I have good judgement about things. The decisions I usually make are the right ones ……. H) I am always the organised one of the group ……. I) I am prepared to support and back decisions made by others …….

5. Section 4 A) When I am in a group, I have my say if I know what I am talking about ……. B) I am prepared to disagree and challenge the views of others when I am in a team ……. C) Even if something isn't a great idea, I may still go along with it ……. D) If a plan has been put into action, I will make sure that is works and is followed ……. E) I don't do the obvious thing, I tend to look at other ways to do something first ……. F) I am a bit of a perfectionist, I like this just right ……. G) I am good at making contacts with people outside of work an college ……. H) I can listen to different views, but then make my own mind up as to which is the best decision ……. I) I like to get to know members of my team well …….

6. Section 5 - Section 5 - I get satisfaction because: A) I like to weigh up situations and think about all my options ……. B) I would like to gain qualifications and training and then actively use these in a job ……. C) I like to create good working relations with people... D) I can often have a strong influence on decisions as people listen to me ……. E) I like meeting new people with new ideas……. F) When working in a team, I like the group to agree on priorities and objectives ……. G) I like to give tasks/activities my full attention ……. H) I like to use my imagination ……. I) I like to find a practical solution to a problem ……

7. Section 6 - Section 6 - If I didn't know team members and our group had to solve a difficult problem: A) I would probably think about my own solution and then try to sell it to the group ……. B) I would work with other positive people ……. C) I would try to divide the task up, by asking what areas each group member could contribute to ……. D) My natural sense of urgency and not wasting time would make sure we completed the problem……. E) I would read up as much as possible on the subject ……. F) In spite of arguments in the team, I would still press ahead with whatever needed to be done …... G) I would take the lead in a group if we weren't making any progress……. H) I would try to get everyone talking to each other and coming up with ideas……. I) I would keep my cool and still be able to think straight …….

8. Section 7 A) I can show my impatience with people in my group who aren't getting on with the job ……. B) People criticize me for being too picky and thinking about things too much …….. C) I always try to make sure everything is correct, however this can get on other people’s nerves D) I don't really like working in a group, I often think I can get on better by myself ……. E) I find it difficult to start something, unless I know exactly what is expected of me ……. F) Sometimes I find it difficult explaining difficult and complex points to others……. G) I don't like asking other people to do something, if I can’t do it myself ……. H) I don't like to share my personal views in front of difficult or powerful people ……. I) I tend to show that I am bored unless I am enjoying what I am doing …….

9. Analysis Add the points from each section into this table, then add the points in each row RolesSection 1Section 2Section 3Section 4Section 5Section 6Section 7 TOTAL CF EIBFGDC I GAHDIFE ME HDGCAIB SP CHEABED CO DBAHFCG TW BFIICBH RI ACFGEHI S FECBDGA P IGDEHAF My highest score is for Role ______________( State the letters here) My second highest score is for Role __________( State the letters here)

10. Understanding Belbin's Team Roles Model Belbin identified nine team roles and he categorised those roles into three groups: Action Oriented, People Oriented, Thought Oriented. Each team role is associated with typical behavioural and interpersonal strengths. Belbin also defined characteristic weaknesses that tend to accompany each team role. He called the characteristic weaknesses of team roles the "allowable" weaknesses; as for any behavioural weakness, these are areas to be aware of and potentially improve. The nine team roles are:

11. Action Oriented Roles: Shaper (SH) Shapers are people who challenge the team to improve. They are dynamic and usually extroverted people who enjoy stimulating others, questioning norms, and finding the best approaches for solving problems. The Shaper is the one who shakes things up to make sure that all possibilities are considered and that the team does not become complacent. Shapers often see obstacles as exciting challenges and they tend to have the courage to push on when others feel like quitting. Their potential weaknesses may be that they're argumentative, and that they may offend people's feelings. Implementer (IMP) Implementers are the people who get things done. They turn the team's ideas and concepts into practical actions and plans. They are typically conservative, disciplined people who work systematically and efficiently and are very well organised. These are the people who you can count on to get the job done. On the downside, Implementers may be inflexible and can be somewhat resistant to change. Completer-Finisher (CF) Completer-Finishers are the people who see that projects are completed thoroughly. They ensure there have been no errors or omissions and they pay attention to the smallest of details. They are very concerned with deadlines and will push the team to make sure the job is completed on time. They are described as perfectionists who are orderly, conscientious, and anxious. However, a Completer-Finisher may worry unnecessarily, and may find it hard to delegate.

12. People Oriented Roles: Coordinator (CO) Coordinators are the ones who take on the traditional team-leader role and have also been referred to as the chairmen. They guide the team to what they perceive are the objectives. They are often excellent listeners and they are naturally able to recognise the value that each team members brings to the table. They are calm and good-natured and delegate tasks very effectively. Their potential weaknesses are that they may delegate away too much personal responsibility, and may tend to be manipulative. Team Worker (TW) Team Workers are the people who provide support and make sure that people within the team are working together effectively. These people fill the role of negotiators within the team and they are flexible, diplomatic, and perceptive. These tend to be popular people who are very capable in their own right, but who prioritise team cohesion and helping people getting along. Their weaknesses may be a tendency to be indecisive, and to maintain uncommitted positions during discussions and decision- making. Resource Investigator (RI) Resource Investigators are innovative and curious. They explore available options, develop contacts, and negotiate for resources on behalf of the team. They are enthusiastic team members, who identify and work with external stakeholders to help the team accomplish its objective. They are outgoing and are often extroverted, meaning that others are often receptive to them and their ideas. On the downside, they may lose enthusiasm quickly, and are often overly optimistic.

13. Thought Oriented Roles: Plant (PL) The Plant is the creative innovator who comes up with new ideas and approaches. They thrive on praise but criticism is especially hard for them to deal with. Plants are often introverted and prefer to work apart from the team. Because their ideas are so novel, they can be impractical at times. They may also be poor communicators and can tend to ignore given parameters and constraints. Monitor-Evaluator (ME) Monitor-Evaluators are best at analysing and evaluating ideas that other people (often Plants) come up with. These people are shrewd and objective and they carefully weigh the pros and cons of all the options before coming to a decision. Monitor-Evaluators are critical thinkers and very strategic in their approach. They are often perceived as detached or unemotional. Sometimes they are poor motivators who react to events rather than instigating them Specialist (SP) Specialists are people who have specialised knowledge that is needed to get the job done. They pride themselves on their skills and abilities, and they work to maintain their professional status. Their job within the team is to be an expert in the area, and they commit themselves fully to their field of expertise. This may limit their contribution, and lead to a preoccupation with technicalities at the expense of the bigger picture.

14. TEAM-ROLE PAIR NICKNAMETEAM-ROLE PAIR NICKNAME PL-RIEXPLORERCO-TWCOUNSELLOR PL-CONAVIGATORCO-CFEDITOR PL-SHMAVERICKCO-SPPROJECT LEADER PL-MEBRAINSSH-MEINQUISITOR PL-IMPARCHITECTSH-IMPTASK MASTER PL-TWHIDDEN TALENTSH-TWTEAM CAPTAIN PL-CFSCULPTORSH-CFPURSUER PL-SPPROFESSORSH-SPSTEAMROLLER RI-COFACILITATORME-IMPPLANNER RI-SHDYNAMOME-TWTEAM CONSCIENCE RI-MEDETECTIVEME-CFCORRECTOR RI-IMPSCOUTME-SPCALCULATOR RI-TWCOMMUNICATORIMP-TWCONFORMER RI-CFCONTRACTORIMP-CFDOER RI-SPBUTTERFLY COLLECTOR IMP-SPMR FIX IT CO-SHBOSSTW-CFEMPLOYEE OF THE MONTH CO-MEJUDGETW-SPTECHNICAL SUPPORT CO-IMPORGANISERCF-SPREFINER NICKNAMES: Pick the 2 Belbin roles in which you scored the highest and find your nickname. What do you think it means?

15. Action Oriented Roles Shaper Challenges the team to improve. Implementer Puts ideas into action. Completer Finisher Ensures thorough, timely completion. People Oriented Roles Coordinator Acts as a chairperson. Team Worker Encourages cooperation. Resource Investigator Explores outside opportunities. Thought Oriented Roles Plant Presents new ideas and approaches. Monitor-Evaluator Analyses the options. Specialist Provides specialised skills. Belbin's Team Roles You now have roles to fill in your team. Which of the Belbin roles works best for each of these? Look at all the information you have and write the Belbin role name next to your team role.