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Belbin Team Roles Productive Teams Workshop. Productive Teams Workshop Objectives. Understand Belbin Team Role Theory and methods in order to be able to effectively apply this research based approach to obtain enhanced business results. - PowerPoint PPT Presentation
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Belbin Team RolesProductive Teams Workshop
2© 2013 3Circle Partners LLC
Productive Teams Workshop Objectives
Understand your preferred, manageable and least preferred team roles
Gain an appreciation of your self-perception and the perceptions of others of your team role profile
Understand Belbin Team Role Theory and methods in order to be able to effectively apply this research based approach to obtain enhanced business results
Learn to use the Belbin methods in a team setting using a powerful team mapping exercise that highlights the strengths and weaknesses of a team and provides methods to improve business results
3© 2013 3Circle Partners LLC
Workshop Agenda
Agenda Review
Introduction to Belbin Team Roles
Belbin Review: Productive Teams & Team Roles
Individual Report Interpretation
Team Mapping
Questions, Wrap Up and Bs & Cs
4© 2013 3Circle Partners LLC
Belbin Team Roles
Dr. Meredith Belbin from Cambridge University devoted over 10 years of research into team effectiveness:
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.
The skill or individual excellence of the team members was not a predictor of a team’s results.
The way that the individual members behaved contributed to or detracted from the team’s effectiveness.
He identified nine predictable behavior patterns or “team roles.”
5© 2013 3Circle Partners LLC
Belbin Team Roles
Henley Management College (now known as The Henley Business School at the University of Reading – an English triple accredited business school and 3rd largest provider of MBAs in the world)
Almost 10 Years – Intense Observational Research
9 Distinct “Clusters of Behavior” or “Areas of Contribution” emerged
6© 2013 3Circle Partners LLC
Predicting Team Performance
Predicted Order of
Finish
Actual Order of Finish
1 1
2 3
3 2
4 4
5 5
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
2 1
2
1
X
X
X
X
X
The red X's on the graph represent the different teams participating in the simulation.
Red X’s on the diagonal line represent where Belbin's predictions and the team's performance matched exactly.
7© 2013 3Circle Partners LLC
What is a Team Role?
Belbin’s research found that when all 9 “areas of contribution” – or team roles were covered (and balanced), that team had a higher predictability for success and high-performance.
(versus a “Functional Role,” which refers to the job demands that a person has to meet by supplying the requisite technical skills and operational knowledge)
A tendency to behave, contribute, and interrelate with others in a particular way --when working in a team
8© 2013 3Circle Partners LLC
Team Roles
Nine Roles Identified
The team roles fall into three categories for each person:
Natural or Preferred
roles
As individuals differ greatly in personality & behavior, so too will their team role compositions vary.
Manageable roles they can assume
Least Preferred
roles
9© 2013 3Circle Partners LLC
Action-oriented Roles
Shaper
Implementer
Completer Finisher
People-oriented Roles
ThinkingRoles
Team Role Categories
Co-ordinator
Teamworker
Resource Investigator
Plant
Specialist
Monitor Evaluator
10© 2013 3Circle Partners LLC
The Nine Team RolesA
ctio
n
SHShaper
IMPImplementer
CFCompleter 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.
Peop
le
TWTeam Worker
RIResource Investigator
COCoordinator
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. Slowto respond to new possibilities.
Inclined to worry unduly.Reluctant to delegate.
Indecisive in crunch situationsAvoids confrontation.
Over-optimistic. Loses interest once initial enthusiasm expires.
Can be seen as manipulative. Offloads own share of the work.
Team Role Contribution
Thin
king
PLPlant
MEMonitor Evaluator
SPSpecialist
Creative, imaginative, free-thinking. Generates ideas & solves hard problems.
Sober, strategic and discerning. Seesall options and judges accurately.
Single-minded, self-starting, dedicated. Provides rare knowledge and skills.
11© 2011 3Circle Partners LLC
PLANT (PL)
Individual Characteristics
Contribution to the Team
Creative Imaginative Unorthodox
Problem solving Lateral thinking Innovation Generates new
ideas
12© 2013 3Circle Partners LLC
PLANT (PL)WEAKNESSES
Allowable Non-Allowable
Out of touch with reality Ignores incidentals
Strong ownership of ideas when cooperation would yield better resultsDiscounts other peoplesideas
13© 2011 3Circle Partners LLC
MONITOR EVALUATOR (ME)
Individual Characteristics
Contribution to the Team
Discerning, objective
Questioning
Sees all options
Defuses over-enthusiasm
Applies reason
Identifies problems
14© 2013 3Circle Partners LLC
MONITOR EVALUATOR (ME)WEAKNESSES
Allowable Non-Allowable
Uninspiring Sceptical
Cynical without logicOverly pessimistic
15© 2011 3Circle Partners LLC
SPECIALIST (SP)
Individual Characteristics
Contribution to the Team
Has rare skills or knowledge
Dedicated and professional
Single-minded
Ignores factors outside own areas of competence
Keeps up to date Accurate information Aware of new
developments
16© 2013 3Circle Partners LLC
SPECIALIST (SP)WEAKNESSES
Allowable Non-Allowable
Contributes on only a limited front
Dwells on specializedpersonal interests
Ignores factors outside own areas of competenceDoesn’t acknowledge wider company objectives
17© 2011 3Circle Partners LLC
SHAPER (SH)
Individual Characteristics
Contribution to the Team
Challenging Driving and dynamic Thrives on pressure Effective delegator
Leads in difficult situations
Takes hard decisions Overcomes
obstacles
18© 2013 3Circle Partners LLC
SHAPER (SH)WEAKNESSES
Allowable Non-Allowable
Provocative Aggressive Too task-focused
Inability to recover situation through humor or apologyAlways think they’re right!
19© 2011 3Circle Partners LLC
IMPLEMENTER (IMP)
Individual Characteristics
Contribution to the Team
Disciplined Efficient and
organised Reliable
Practical solutions from ideas
Follows procedures Turns concept into
reality
20© 2013 3Circle Partners LLC
IMPLEMENTER (IMP)WEAKNESSES
Allowable Non-Allowable
Slow to see possibilities Somewhat inflexible
Obstructs change for no good reasonA barrier to progress
21© 2011 3Circle Partners LLC
COMPLETER FINISHER (CF)
Individual Characteristics
Contribution to the Team
Conscientious Attention to detail Delivers results
Perfects existing systems
Eradicates errors Crosses the t’s, dots
the i’s
22© 2013 3Circle Partners LLC
COMPLETER FINISHER (CF)WEAKNESSES
Allowable Non-Allowable
Anxious Reluctant to delegate
Unreasonably obsessivebehaviorProduces a Rolls-Royce instead of a Mini
23© 2011 3Circle Partners LLC
COORDINATOR (CO)
Individual Characteristics
Contribution to the Team
Strong sense of objectives
Promotes decision-making
Delegates readily Good chairman
Leads through empowerment
Chairs meetings Promotes team
contribution
24© 2013 3Circle Partners LLC
COORDINATOR (CO)WEAKNESSES
Allowable Non-Allowable
Manipulates within reason
Delegates personal workload
Takes credit for the efforts of othersOver-reliance on team work
25© 2011 3Circle Partners LLC
TEAMWORKER (TW)
Individual Characteristics
Contribution to the Team
Cooperative and supportive
Diplomatic Averts friction Good listener
Promotes team spirit
Builds peer relationships
Facilitates communications
26© 2013 3Circle Partners LLC
TEAMWORKER (TW)WEAKNESSES
Allowable Non-Allowable
Indecisive Discourages conflict
Avoids pressure situationsNo focus on task
27© 2011 3Circle Partners LLC
RESOURCE INVESTIGATOR (RI)
Individual Characteristics
Contribution to the Team
Excellent communicator
Recognises opportunities
Extroverted Enthusiastic
Develops contacts Explores
opportunities Negotiates Makes external
links
28© 2013 3Circle Partners LLC
RESOURCE INVESTIGATOR (RI)WEAKNESSES
Allowable Non-Allowable
Can be over-optimistic Loses interest after initial
stages
Lets clients down by notfollowing throughToo externally focused
29© 2013 3Circle Partners LLC
Factors Determining Individual Behavior in a Team
BEHAVIOR
Role learning
External influences
Experience
Values and motivations
Personality
Mental abilities
30© 2013 3Circle Partners LLC
The Complexity of Team Interaction
1 2 3 4 5 61 2 3 4 5 61 2 3 4 5 6
1 2 3 4 5 61 2 3 4 5 61 2 3 4 5 6
1 2 3 4 5 6
?
?
?
???
??
31© 2013 3Circle Partners LLC
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!
32© 2013 3Circle Partners LLC
Team Roles Key Concepts – Individual
Focus on what you do best
Understand and excel in your natural, preferred roles and manage, rather than struggle, to be good at your least-preferred roles
33© 2013 3Circle Partners LLC
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.
34© 2013 3Circle Partners LLC
Team Roles Key Concepts – 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 & !!***#%!!/
35© 2013 3Circle Partners LLC
Team Roles Key Concepts – Team
BEWARE OF LABELLING 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.
PlantShaper
INDIVIDUAL BELBIN REPORTS
REPORTS
37© 2013 3Circle Partners LLC
Reading Your Report
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 ?
Key Questions to answer
38© 2013 3Circle Partners LLC
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. The weighting is 57-67% observers, depending on how many observers participated.
What are my Top Roles ?
Ex
am
ple
Re
po
rt
39© 2013 3Circle Partners LLC
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 RoleRI CO
50 – 74 Strong RolesTW PL
SP 0 – 49 Delegate to Others?
SH MEIMP CFE
xa
mp
le R
ep
ort
40© 2013 3Circle Partners LLC
Comparing Self and Observer Perceptions
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
Ex
am
ple
Re
po
rt
This report is based on your Self-Perception plus 5 Observer Assessment
41© 2013 3Circle Partners LLC
Your Team Role Preferences
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 inconsistencies are found. This person had none, but scores of 5-15 are common.
Ex
am
ple
Re
po
rt
42© 2013 3Circle Partners LLC
Observed Team Role Strengths and Weaknesses
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
?
?
43© 2013 3Circle Partners LLC
List of Observer Responses
This is the complete list of words your observers could choose from to describe your behavior. All words line up to a specific role as either a strength or associated weakness (italicized).
Maximum score = 2 x number
of observers
Ex
am
ple
Re
po
rt
44© 2013 3Circle Partners LLC
Team Role FeedbackE
xa
mp
le R
ep
ort The data on this
page is based on common themes for people like yourself.
There are over 250 reports like this in the system. The report in your package was chosen based on what your top roles were and what your weakest role was.
TEAM ROLE MAPPING
46© 2013 3Circle Partners LLC
Individual, Team, OrganizationIn
divi
dual
Tea
m
Rol
e R
epor
ts
PLMESPSHCFIMPCOTWRI
Mike
Susa
nTim Jo
hnBe
thRa
jDe
nise
PLMESPSHCFIMPCOTWRI
Mike
Susa
nTim Jo
hnBe
thRa
jDe
nise
PLMESPSHCFIMPCOTWRI
Mike
Susa
nTim Jo
hnBe
thRa
jDe
nise
13
2
897
7
89
1
2
3
789
1
23
7
89
1
2
3
78
91
2
3
7
8
9
1
2
3
7
8
9
1
2
37
89
1
2
3
789
1
23
7
89
1
2
3
78
91
2
3
7
8
9
1
2
3
7
8
9
1
2
3
Culture Analysis
Team Maps & Pairs Analysis
Self-Mastery
Self-Management
Self-Awareness
1Organization Awareness &
Change
Team Awareness & Effectiveness
Awareness of Others 2
3
47© 2013 3Circle Partners LLC
Team Role Mapping Exercise
PLMESPSHCFIMPCOTWRI
Mike
Sus
an
Tim
John
Bet
h
Raj
D
enise
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
x x x x
x
x
x
xx
x
x
x x
x
x
These materials, procedures and systems herein contained or depicted are the sole and exclusive property of 3Circle Partners, L.L.C. (“3Circle Partners”).
The contents hereof contain proprietary trade secrets that are the private and confidential property of 3Circle Partners. Unauthorized use, disclosure, or reproduction of any kind of any material contained in this presentation is expressly prohibited. The contents hereof are to be returned immediately upon termination of any relationship or agreement giving user authorization to possess or use such information or materials.
The following terms are registered trademarks of 3Circle Partners: Team Accelerator; Improving Teams; Team Acceleration.
Any unauthorized or illegal use shall subject the user to all remedies, both legal and equitable, available to 3Circle Partners. This material may be altered, amended or supplemented by 3Circle Partners from time to time. In the event of any inconsistency or conflict between a provision in this material and any federal, provincial, state or local statute, regulation, order or other law, such law will supersede the conflicting or inconsistent provision(s) of this material in all properties subject to that law.
®®
49© 2013 3Circle Partners LLC
Team Role Opposites
MONITOR EVALUATOR
Judges impartially
CO-ORDINATORGeneralises
PLANT Theorizes
RESOURCE INVESTIGATOR
Recognises opportunities
SPECIALIST Specifies
IMPLEMENTERApplies
TEAMWORKERSupports
COMPLETERFINISHER
Perfects establishedsystems
SHAPER Drives
50© 2013 3Circle Partners LLC
Spock Martha Stewart
Warren Buffet
GeneralPatton
MotherTheresa
RobinWilliams
Famous characters and their possible Belbin team-roles
51© 2013 3Circle Partners LLC
How can Belbin Team Roles helpyou and your team?
52© 2013 3Circle Partners LLC
Identify natural talents and attributes
Develop these talents rather than dwell on shortcomings
Wherever possible, realign the job demands with the natural talents.
Unleashing the potential of each employee
53© 2013 3Circle Partners LLC
How Effective Managers Behave
No single combination makes a good manager
Be a good example of who you are
Understand why some people may annoy you and it’s OK
54© 2013 3Circle Partners LLC
Tips for managers
Be self aware
Take an interest in others
Adapt to the specific demands of your situation
Make the most of the available resources
55© 2013 3Circle Partners LLC
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French
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Greek
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Portuguese
Romanian
Russian
Slovak
Slovenian
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Swedish
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Reports currently available in:
56© 2013 3Circle Partners LLC
Background
DeeDee Smartt Lynch
DeeDee is a Senior Consultant with 3 Circle Partners and contributes her deep expertise in Belbin Teams Roles, a scientifically proven system for designing, developing and improving teams. She currently provides sole source Belbin Accreditation for North America through 3Circle Partners. • While living in the United Kingdom DeeDee launched a new
regional market presence in Manchester, for a successful Scottish OD consulting firm.
• Prior to being a consultant DeeDee was Director of Economic Development in Andrews County, Texas, where she helped establish a regional energy initiative, attracting interest and investment from the nuclear, wind, geo-thermal and coal industries.
• She organized cross state collaborations with local and state entities (including Texas Governor Rick Perry’s Office of Economic Development) to establish and promote a regional nuclear zone.
• DeeDee owned a successful event management company in Austin, Texas specializing in corporate events and reunions, producing over 250 turn-key events. Prior to which DeeDee worked at the Texas State Legislature for three state representatives.
• DeeDee graduated from the University of Texas at Austin with a Bachelor of Science in Organizational Communications.
DeeDee Smartt LynchWashington, D.C. Metro Area
240-478-0651
57© 2013 3Circle Partners LLC
The Crisis Team
Instructions1. Make up a crisis
2. Compose a Crisis Team• Not on the basis of Functional Roles• On the basis of the “Pure” Team Roles
a) What Team Role IN, why?b) What Team Role OUT, why?c) What numbers?d) What tasks?e) Optional: names of well-known people that match the
descriptions
3. Full consensus, everyone has a veto4. Prepare a presentation
58© 2013 3Circle Partners LLC
The Crisis Team
Report Out
&
De-brief