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Team Acceleration™
& Belbin Team Roles
Haas School of Business
Evening & Weekend MBA Program
Mid-Program Academic RetreatJanuary 14th , 2012
3
Background
Anton McBurnie
Anton brings to 3Circle Partners over 25 years of hands-on experience successfully growing, managing and turning around companies all over the world
• As a strong communicator and co-author of “The Third Circle – Interactions That Drive Results”, Anton leverages his deep personal experience and general management skills to the benefit of our clients.
• His previous positions include President of the Canadian affiliate of Estée Lauder Cosmetics, a Fortune 500 corporation; President of Sparks.com, an Internet start-up, and COO of Premier Salons International, a 1500 unit retail chain of beauty salons. He also held a number of general management roles for L'Oréal in Japan, Hong Kong, and France as well as for Procter & Gamble in the UK.
• Anton earned his MBA in International Business & Marketing from the London Business School and his BSc in Zoology & Psychology from the University of Exeter, England.
Anton McBurnieSan Francisco Bay Area, California
[email protected](650) 533-5946
“Take Belbin to Work”
Special Offer for all EWMBA students:
• Select a team in your workplace (maximum 10 people)• Free Individual Belbin Profile for each member• Complimentary 1.5hr session to take team through profiles and Team Map
Email [email protected]
An Integrated Approach….
5
The 3 Circles vs. Bias for Action
6
Execution
Interaction •Implicit Assumption of Alignment on Goals•Let’s get on with it!
Strategy•Strategic Thinking & Business Strategies?
•We want to WIN!
•Opinions not Data•Conflict avoidance - Voting•Assumptions not verified•Compliance not Commitment
What are the Problems ?
7
Participation Rates – example based on actual data
What are the Problems ?
8
- Team Consensus
- Boss Decides
43
A TEAM’S PERFORMANCE IS MEASURED BY THE QUALITY OF THE DECISIONS IT MAKES
Team Evolution
9
FORMING•Politeness•Uncertainty about
others•Cover up weaknesses•Lack of shared
understanding
STORMING•Frustration•Open conflict, but
unresolved•Team becomes
inward-looking•Actual self-images
begin to emerge
NORMING•Task-focused•Conflicts getting
resolved•Systems, rules &
procedures•Feedback occurs
PERFORMING•Tolerance & respect
within team•Embrace & productive
use of conflict•Principle-based, with
flexibility•Maximum
effectiveness
performance
time
Accelerate Performance
Tuckman’s Stage Model
The Critical Elements
10
In addition to EXPERIENCE & DATA, Rapid, Quality Decisions require:
1. The right BALANCE of people
2. An effective PROCESS
3. The appropriate INTERACTION from the people involved
DECISIONS
1 on 1
1 on Some
1 on All
3
2
1
Objectives
• Better, Faster Decision-Making Through Collaboration
– Use your personal Team Role Portfolio to understand and play to your strengths
– Use the Team Map to optimize the contribution of ALL members of the team
11
1. Belbin Team Role ProfilesWhat do you bring to the team?
12
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 Profiles – a scientifically proven, rapid way to predict team effectiveness:
• Design effective teams• Diagnose existing teams
13
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.”
14
• He demonstrated that with a careful balance of technical skills and the optimal behavior patterns, we can select teams with a higher degree of predictable success.
Predicting Team Performance
15
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.
BelbinTeam 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 most people fall into three categories:
• 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 profiles vary.
16
Factors Determining Individual Behavior in a Team
• Observed behavior can be misleading – Beware first impressions!
• Tendency to over-rate Extroverts & under-rate Introverts
• Instability between the factors can create inner-conflict, Team Roles unclear – conflict needs to be consciously resolved
• Absence of conflicting factors leads to simple, uncomplicated behavior – Team Roles easy to see
17
Set of Observable Behaviors
4.Environment
&Constraints
3.Current Values
& Motivations
2.Mental Abilities
1. Personality
6.Role
Learning
5.Experience
The Complexity of Team Interaction
18
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
?
?
?
???
??
The Nine Team Roles
19
Actio
n
SHShaper
IMPImplementer
CFCompleter Finisher
Thin
king
PLPlant
MEMonitor Evaluator
SPSpecialist
Peop
le
TWTeam Worker
RIResource Investigator
COCoordinator
Hard Driving, Influencer, DynamicChallenges, Puts on the PressureOrganizing, Disciplined, ReliableTurns ideas into practical actionsMeticulous, Conscientious, On timeSearches out errors and omissions
Diplomatic, Cooperative, Perceptive Listens, Averts frictionOutgoing, Enthusiastic, NetworkerRecognizes OpportunitiesMotivator, Orchestrator, Facilitator Clarifies goals & decision-making.
Creative, Original, UnorthodoxSolves difficult problems Objective, Strategic, DiscerningJudges all optionsDeep Knowledge, Single-minded, Self-starting
Team Role Contribution
Absent-mindedIgnores details
Uninspiring, Critical
Limited contribution
Abrasive, InsensitiveEasily provokedInflexibleReluctant to changeWorrier, Nit-PicksReluctant to delegate
Indecisive, Avoids ConflictOver-optimisticEasily BoredManipulativeOver-delegates
Allowable Weakness
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
20
Individual Belbin Profiles
21
REPORTS
Assessment Results in Rank Order
22
In the example above the Observers see the candidate (David) as making a very strong Coordinator or Resource Investigator contribution.
The overall rank order on the bottom line is the weighted addition of the Self-Perception rank order and the total of the Observers’ rank order.
(Note: Observers names can be shown or remain anonymous: Observer 1, 2 etc.)
What are my Top Roles ?
Pie Charts Self-Perception vs Observers
23
In this example, many of David's perceived roles are in general accord with the perceptions of others.
However, there are disconnects in the RI and SH roles, shown by large differences between self perception and observer scores at the bottom.
Differences of 8 or more
Am I coherent ?
Self-Perception Team Role Profile
24
•In this example, the candidate (David) would PREFER to play the roles of Team Worker (TW), Resource Investigator (RI), Coordinator (CO) or Plant (PL),
•Can MANAGE the roles of Monitor Evaluator (ME) and Specialist (SP) and
•LEAST PREFERS the roles of Shaper (SH), Implementer (IMP) and Completer Finisher (CF).
Bar Graph of Observer Words
25
In the example above David's most prominent role, as seen by others is COORDINATOR (CO).
The role at the bottom of the graph, SPECIALIST (SP), is David's weakest role as perceived by others.
Are these weaknesses allowable ?
Counseling Report
26
•Generated by the Belbin software – this report is based on the top two and bottom team roles from Overall Ranking line of the first report: Assessment Results in Rank Order
•It offers advice on adopting a management style which fits in with the individual’s team role strengths and weaknesses:
•It also makes an interactive comparison of the top role from David's Self-Perception Inventory compared to where this is seen by the Observers.
List of Observer Responses
27
This list shows at the top David’s main strengths, e.g. broad in outlook, diplomatic, calm & confident.
David should try to work with people who will cover what he lacks and who will most appreciate his strengths.
Most appreciated behavioral characteristics.
Maximum score = No. of Observers x 2
A score of 0 means no Observers felt these behaviors were descriptive
END of PART 1
28
Next Steps
1. In next few days you will receive an email with these overheads
2. A pdf version of the Belbin Workbook:• Pt 1: Adjusting to the reality of you - Improving
your Belbin coherence• Pt 2: Improving Strengths & Managing
Weaknesses
3. Belbin Word Analysis spreadsheet
4. Email [email protected] for questions on your individual profile
30
BELBIN WORDS ANALYSIS
THINKING ACTION PEOPLE
PLANT SHAPER COORDINATOR
Clever 6 Forgetful 2 Challenging 1 Aggressive Broad in outlook 6 Empire-building
Creative 4 Unorthodox 1 Competitive Impatient 1 Calm and confident 7 Laid back 1
Imaginative 4 Up-in-the-clouds Hard-driving Provocative Conscious of priorities 4 Manipulative 1
Innovative 3 Outspoken 1 Consultative 8
Original Tough Encouraging of others 7
17 3 2 1 32 2
MONITOR EVALUATOR IMPLEMENTER TEAM WORKER
Analytical 4 Critical 1 Disciplined 3 Inflexible Adaptable 5 Fearful of conflict
Impartial 1 Skeptical 2 Efficient Resistant to change Caring 7 Indecisive 1
Logical 4 Slow-moving 1 Loyal 5 Unadventurous Co-Operative 2 Over-sensitive 2
Realistic 2 Practical 1 Diplomatic 6
Shrewd 1 Well-organized 1 Observant 6
12 4 10 0 26 3
SPECIALIST COMPLETER FINISHER RESOURCE INVESTIGATOR
Knowledgeable 7 Insular Accurate 1 Frightened of failure Enterprising 4 Easily bored 1
Prof. dedicated 5Not Interested in others Conscientious 3 Fussy Inquisitive 5 Erratic 1
Self-reliant Territorial 1Good at follow through 1
Reluctant to delegate Opportunistic 2 Impulsive 2
Single-minded Perfectionist 2 Outgoing 3
Technically skillful Persistent 2 Persuasive 5
12 1 9 0 19 4
Colour codes: Need to address
Use others
Good progress since last Belbin
Globe & Mail Belbin Study on US Election
President Obama’s Results
32
The Path of Change
33
Awareness of Awareness of OthersOthers
Team Awareness Team Awareness & Effectiveness& Effectiveness
Organization Organization Awareness & Awareness &
ChangeChange
Self-Awareness
Self- Management
Self-Mastery
Successful change must begin at the individual level, but as anyone who tries to change a habit knows - while it may be simple, it is certainly not easy to sustain
Initiatives “imposed” on the organization have a very reduced success rate
Change at the team level typically takes hold more rapidly and lasts longer – this is Team-Focused Change
2. Belbin Team MappingIs Everyone Optimizing Their
Contribution?
34
Creating Awareness throughout the Organization
35
Awareness of Awareness of OthersOthers
Team Awareness & Team Awareness & EffectivenessEffectiveness
Organization Organization Awareness & Awareness &
ChangeChange
Self-Awareness
Self- Management
Self-Mastery
1. Individual Team Role Reports
PL
ME
SP
SH
CF
IMP
CO
TW
RI
Mike
Susan
Tim
John
Beth
Raj Denise
PL
ME
SP
SH
CF
IMP
CO
TW
RI
Mike
Susan
Tim
John
Beth
Raj Denise
PL
ME
SP
SH
CF
IMP
CO
TW
RI
Mike
Susan
Tim
John
Beth
Raj Denise
1
3
2
8
9
7
7
8
9
1
2
3
7
8
9
1
2
3
7
8
9
1
2
3
7
8
9
1
2
3
7
8
9
1
2
3
7
8
9
1
2
3
7
8
9
1
2
3
7
8
9
1
2
3
7
8
9
1
2
3
7
8
9
1
2
3
7
8
9
1
2
3
7
8
9
1
2
3
3. Culture Analysis
2. Team Maps & Pairs Analysis
CO / TW
TIME
DIVERGE CONVERGE
CLARIFY
ASSESS
ME
SP(Tech)
START DECISIONPL
RI
IM
CF
SH
Team Roles in Decision Process
Deadline
Team Roles Key Concepts – Team
• Diversity is essential - Need all 9 roles to be most effective long-term– Diversity is a key predictor of actual
results, it provides a framework for constructive conflict
– Does NOT mean a team needs 9 people (4-7 is best)
– Each role should be represented (who plays each role may evolve & change over time)
– Some roles will be more or less important at a given time or for certain tasks
37
Team Roles Key Concepts – Team
• Understand the impact of surplus and voids:–Too many Plants – all brainstorming, no action –No Plants – no innovation
–Too many Monitor Evaluators – analysis paralysis
–No Monitor Evaluators – wasted time on poor ideas
–Too many Shapers – CONFLICT & !!***#%!!/–No Shapers – no sense of urgency to get things
done38
CO / TW
TIME
DIVERGE CONVERGE
CLARIFY
ASSESS
ME
SP(Tech)
START DECISIONPL*
RI
IM
CF
SH
Deadline*Surplus of PL
Surplus of Plants
CO / TW
TIME
DIVERGE CONVERGE
CLARIFY
ASSESS
ME*
SP(Tech)
START DECISIONPL
RI
IM
CF
SH
Surplus of Monitor Evaluators
Deadline
*Surplus of ME
Team Roles Key Concepts – Team
• BEWARE OF LABELLING PEOPLE:–Everyone has 3 to 6 roles they prefer or are comfortable with
– They may prefer or need to use different roles in different circumstances
41
Team Mapping Exercise – 20mins
42
PL
ME
SP
SH
CF
IMP
CO
TW
RI
Mike
Susan
Tim
John
Beth
Raj
Denise
1
3
2
8
9
7
7
8
9
1
2
3
7
8
9
1
2
3
7
8
9
1
2
3
7
8
9
1
2
3
7
8
9
1
2
3
7
8
9
1
2
3
Use 1st report: ASSESSMENT RESULTS IN RANK ORDER
Thinking
Action
People
•SURPLUS >50% have in Top 3 roles•VOID no-one has in Top 3 roles•NATURAL BIAS count no. of Top 3 roles in Thinking/Action/ People categories•ACTION PLAN what will you do differently in the next round?
Team Map – REVIEW example
Team RoleTeam Member
ATeam Member
BTeam Member
CTeam Member
DTeam Member
E
Thinking Roles
PL - Plant
ME Monitor Evaluator
SP - Specialist
Action Roles
SH - Shaper
CF - Completer Finisher
IMP - Implementer
People Roles
CO - Coordinator
TW - Team Worker
RI - Resource Investigator 43
Team Map – REVIEW example
Team RoleTeam Member
ATeam Member
BTeam Member
CTeam Member
DTeam Member
E
Thinking Roles
PL - Plant 9 9 3 3 3ME Monitor
Evaluator3 1 7 1
SP - Specialist 1 8 8Action Roles
SH - Shaper 3 2CF - Completer
Finisher2 8 9 9
IMP - Implementer 1 2 9People Roles
CO - Coordinator 8 7 1 2
TW - Team Worker 7 7 2RI - Resource
Investigator8 7
44
Team Map – REVIEW example
Team RoleTeam Member
ATeam Member
BTeam Member
CTeam Member
DTeam Member
E
Thinking Roles
PL - Plant
ME Monitor Evaluator
SP - Specialist
Action Roles
SH - Shaper
CF - Completer Finisher
IMP - Implementer
People Roles
CO - Coordinator
TW - Team Worker
RI - Resource Investigator
45
Tools,Takeaways and downloads
46
“Take Belbin to Work”
Special Offer for all EWMBA students:
• Select a team in your workplace (maximum 10 people)• Free Individual Belbin Profile for each member• Complimentary 1.5hr session to take team through profiles and Team Map
Email [email protected]
48
www.3circlepartners.com
49
50
www.3circlepartners.com
Belbin Team Mapping template
51
52
THANK YOU!
53
Any questions on Team Acceleration or the Belbin Team Role Profiles?
please email:
54
These training 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.
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.
© 2002 by 3Circle Partners, Inc.
Portions of this material are © Belbin & Associates. Used here with permission. All Rights Reserved.
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