Unlocking the Science of Teamwork with Belbin
- 1. Unlocking the Science of Teamwork with BELBIN
- 2. Meet Max Isaac CEO of Belbin Expert 30+ years of consulting with business leaders worldwide Co-author of: Close the Interaction Gap The Third Circle – Interactions That Drive Results Setting Teams Up for Success A Guide to Belbin Team Roles
- 6. A tendency to behave, contribute, and interrelate with others in a particular way when working in a team Team Roles are based on contributions and behavior, not personality. Individual strengths come in clusters that Belbin called Team Roles
- 7. BELBIN TEAM ROLE POLL: What contribution is shared by these three individuals? A) Planning B) Evaluating C) Creativity D) Implementation E) Collaborating Thomas Edison Lady Gaga Steve Jobs
- 8. In total, he identified nine types of contributions… nine TEAM ROLES Belbin’s Model
- 10. Allowable Weakness Preoccupied. Overly critical. Slow moving. Narrow focus. Offends people's feelings. Possibly inflexible. Reluctant to delegate. Avoids confrontation. Over-optimistic. Can be manipulative. Has drive to overcome obstacles. Turns ideas into actions and organizes tasks. Finds errors. Polishes and perfects. Listens and averts friction. Explores opportunities, develops contacts. Clarifies goals. Delegates effectively. Team Role Contribution Generates ideas & solves hard problems. Sees all options and judges accurately. Provides rare knowledge and skills. Action Shaper Implementer Completer Finisher People Team Worker Resource Investigator Coordinator Thinking Plant Monitor Evaluator Specialist The Nine Team Roles
- 11. Each individual likely has about three: Belbin Team Role Model Natural or Preferred roles What I like to do Manageable roles What I can do if needed Least Preferred roles What I wish someone else would do
- 12. The Nine Team Roles Allowable Weakness Preoccupied. Overly critical. Slow moving. Narrow focus. Offends people's feelings. Possibly inflexible. Reluctant to delegate. Avoids confrontation. Over-optimistic. Can be manipulative. Has drive to overcome obstacles. Turns ideas into actions and organizes tasks. Finds errors. Polishes and perfects. Listens and averts friction. Explores opportunities, develops contacts. Clarifies goals. Delegates effectively. Team Role Contribution Generates ideas & solves hard problems. Sees all options and judges accurately. Provides rare knowledge and skills. Action Shaper Implementer Completer Finisher People Team Worker Resource Investigator Coordinator Thinking Plant Monitor Evaluator Specialist NATURALNATURAL MANAGEABLEMANAGEABLE LEAST PREFERREDLEAST PREFERRED
- 13. 70% of people don’t see themselves accurately
- 14. Excerpt from Belbin Team Role Report Natural Manageable Least Preferred
- 15. CEO of national realty company increases revenues by using Belbin New CEO joins division Learned about Belbin
- 16. Teams need a mix of ALL NINE roles to be most successful Belbin Team Role Model Does NOT mean you need nine people on the team!
- 19. • The Globe & Mail is the Canadian newspaper of record • Newspaper industry is highly challenged • Dynamic Editor in Chief who wanted to tap into the organizations creativity • Need to be able to innovate and respond quickly to market shifts CASE STUDY TEAM MAPPING APPLIED
- 20. CASE STUDY • Used the Belbin Model and Team Maps to create teams that could be both creative and action‐oriented • Formed 20 high performance teams Revamped physical layout and offices • Company is in much stronger position now. New leaders were discovered. Reimagination Project TEAM MAPPING APPLIED
- 21. Decisions made based on who talks the loudest Decisions made based on who talks the loudest Unconstructive conflict Unconstructive conflict Lots of ideas and discussion, but few decisions Lots of ideas and discussion, but few decisions © 2016 3Circle Partners LLC Nice atmosphere, no results Nice atmosphere, no results Agreement on plans, but poor follow up Agreement on plans, but poor follow up When Team Roles are missing… mismanaged… overabundant… misunderstood…
- 22. POLL: Which of these problems does your team(s) encounter the most? 4) Unconstructive conflict4) Unconstructive conflict 2) Lots of ideas and discussion, but few decisions2) Lots of ideas and discussion, but few decisions 1) Nice atmosphere, no results1) Nice atmosphere, no results 3) Agreement on plans, but poor follow up3) Agreement on plans, but poor follow up 5) Decisions made based on who talks the loudest5) Decisions made based on who talks the loudest
- 23. © 2016 3Circle Partners LLC Nice Atmosphere, No Results How Team Roles can contribute… • Overabundance of the PEOPLE roles • Lack of ACTION role strengths (or those roles played ineffectively) How to address this • Greater understanding of need for Action roles • Look to anyone who is “natural” or “manageable” in the Action roles • Make someone accountable for moving team forward
- 24. © 2016 3Circle Partners LLC Lots of ideas and discussion, but few decisions How Team Roles can contribute… • Lots of THINKING going on • No one wants to make the call and move forward How to address this • Give someone “natural” or “manageable” in an Action role (esp Shaper) permission to “call time” on discussion • Use Coordinator strength to push for a decision
- 25. © 2016 3Circle Partners LLC Agreement on Plans, Poor Follow Up How Team Roles can contribute… • Good planning (with Implementer role) • Lack of follow through and coordinating skills (or those roles played ineffectively) How to address this • Look to anyone who is “natural” or “manageable” in the Completer‐Finisher and Implementer roles • Have them work closely with strong Coordinator skills
- 26. © 2016 3Circle Partners LLC Unconstructive Conflict How Team Roles can contribute… • Can result from the tension between… • Roles that have a tendency to strongly advocate for ideas, opinions • Roles that have a tendency for introspection How to address this • Use People skills (Team Worker and Coordinator) for strong facilitation • Reinforce the need for different strengths & perceptions for the team to get the best result
- 27. © 2016 3Circle Partners LLC Decisions Made on Who Talks the Loudest How Team Roles can contribute… How to address this • Can be due to a lack of some roles being filled effectively (for example, Actions roles overriding People roles) • Needs strong Coordinator and Team Worker roles in operation
- 28. Development of innovative copier A year late to launch Lots of friction between key teams PROBLEMS
- 29. Reduced conflict Improved collaboration Acceleration of new product launch Significantly fewer post‐launch problems RESULTS
- 32. • Contact us by March 3 and receive a 40% discount on up to 10 Belbin Reports. • Receive a 1-hour personal coaching session with 25% discount until March 3. SPECIAL OFFERS
- 33. Two Free eBooks on Amazon 2 days only – February 22 & 23
- 35. © Copyright 2016 3Circle Partners LLC These materials, procedures and systems herein contained or depicted are the sole and exclusive property of 3Circle Partners, LLC (“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 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. © 2016 by 3Circle Partners, LLC. Portions of this material are © Belbin & Associates. Used here with permission. All Rights Reserved. Discover, harness, and accelerate the collaborative potential of your leaders, teams, and organization