Effective Teambuilding For Entrepreneurs

Gavin D. J. Harper

Team RolesTeam RolesPlantPlantResource InvestigatorShaperCoordinatorCoordinatorMonitor EvaluatorTeam WorkerImplementerpCompleter FinisherS i liSpecialist

• ShaperAction Shaper• Implementer• Completer Finisher

Action Oriented

Roles • Completer FinisherRoles

• Co-ordinator• Teamworker

People Oriented • Teamworker

• Resource InvestigatorOriented

Roles

• Monitor EvaluatorThought • Monitor Evaluator• Specialist

Pl t

Thought Orientated

Roles • PlantRoles

http://www.learning-tech.co.uk/Belbin.html

© Philip Chambers’, 2000 City University Business School - Belbin 9 Team Roles Mind Map

PlantPlant

Creative & Unorthodox‘Ideas Hamsters’Innovative solutionsCl f hi kClever free thinkers

DisorganisedCan’t focus on one thingCan t focus on one thingCan struggle communicating ideas

Resource InvestigatorResource Investigator

Pursues contacts / opportunitiesExplores outside the teampHas a “pulse” on the worldC i h iCan give team enthusiasm

Resource investigator can “steal ideas”Can lose momentum and forget the detailCan lose momentum and forget the detail

Co ordinatorCo-ordinator

Often the ‘chairman’Confident and matureGood at delegationG d l ifi i k h lGood at clarification, makes the team gel

Can be manipulativeDelegates all work and may do nothing but thisDelegates all work and may do nothing but this

ShaperShaper

Focused leadershipMotivated to successHigh desire to winC i d h i h kCommitted to shaping the teams work

Can be aggressive to others in the teamToo many shapers can cause team conflictToo many shapers can cause team conflictCan “steal the glory”

Monitor EvaluatorMonitor Evaluator

Detached from biasGood at ‘judging’ the teamj g gTakes many things into accountM l l d i lMoves slowly and preciselyComes to the ‘right decision’ g

Can be cynical and kill enthusiasmCan be cynical and kill enthusiasmCan’t inspire others well

Completer FinisherCompleter Finisher

Tidies up loose endsSense for accuracyyPerfectionistG h diGoes the extra distance

Can worry over small detailsCan be frustrating to work withCan be frustrating to work withDon’t trust others with tasks

SpecialistSpecialist

Greatest depth of knowledgeBrings discipline specific skillsg p pEnjoys communicating their passionP i b h i k l dPassionate about their knowledge

Only makes a contribution to a narrow set of issuesof issuesUninterested in other ‘team business’

ImplementerImplementer

Turns ideas into concrete actionEfficient, well disciplined, pLoyal to their team-mates

Can be close mindedCan’t deviate from their own plansCan be inflexibleCan be inflexible

Team WorkerTeam Worker

“Th h k “The grease that keeps the wheels turning”

Good at listening to others in the groupCan be very diplomatic and good at Can be very diplomatic and good at smoothing things over in team conflicts

Th ’ k d !They won’t take sides!They aren’t noticed until they aren’t there!

Stages of Team MaturityStages of Team Maturity

Forming Storming Norming Performing

Coleman & Bush 1994

Forming – establishing roles of team members

Storming – leadership / approach / feasibility questioned

Norming – team identity established, mutual support

Performing – solutions / decisions / activities / outputsPerforming – solutions / decisions / activities / outputs

ReferencesReferences

Belbin, R. M. (1981). Management Teams: Why They Succeed or Fail. Oxford: Butterworth HeinemannColeman, M and T Bush (1994) Managing Coleman, M. and T. Bush (1994). Managing With Teams. In Bush, T. and West-Burnham, J. (eds ) The Principles of Educational (eds.) The Principles of Educational Management. Harlow, Essex: Longman.