Presentation Transcript

1. Belbin Team RolesProductive Teams Workshop

2. 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 Gain an appreciation of your self-perception and the perceptions of others of your team role profile 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 Understand your preferred, manageable and least preferred team roles
3. 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. Dr. Meredith Belbin from Cambridge University devoted over 10 years of research into team effectiveness: Belbin Team Roles 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.” 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.
5. 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. Predicting Team Performance A typical example of Belbin’s ability to predict the order of finish of teams in the Henley Management Simulations. Actual 1 X X 2 3 X X 4 5 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. 5 4 3 2 1 Predicted
7. 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) What is a Team Role? A tendency to behave, contribute, and interrelate with others in a particular way --when working in a team
8. Nine Roles Identified The team roles fall into three categories for each person: Team Roles 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 compositions vary.
9. Team Role Categories Thinking Roles Action-oriented Roles People-oriented Roles Plant Shaper Co-ordinator Implementer Teamworker Monitor Evaluator Specialist Completer Finisher Resource Investigator
10. The Nine Team Roles Team Role Contribution Allowable Weakness Plant PL Creative, imaginative, free-thinking. Generates ideas & solves hard problems. Ignores incidentals. Too pre- occupied to fully communicate. Monitor Evaluator ME Sober, strategic and discerning. Sees all options and judges accurately. Lacks drive and ability to inspire others. Can be overly critical. Thinking Specialist SP Single-minded, self-starting, dedicated. Provides rare knowledge and skills. Contributes only on a narrow front. Dwells on technicalities. Shaper SH Challenging, dynamic, thrives on pressure. Has drive to overcome obstacles. Prone to provocation. Offends people's feelings. Implementer IMP Practical, reliable, efficient. Turns ideas into actions and organizes tasks. Somewhat inflexible. Slow to respond to new possibilities. Action Completer Finisher CF Painstaking, conscientious, anxious. Finds errors. Polishes and perfects. Inclined to worry unduly. Reluctant to delegate. Coordinator CO Mature, confident, identifies talent. Clarifies goals. Delegates effectively. Can be seen as manipulative. Offloads own share of the work. Team Worker TW Co-operative, perceptive and diplomatic. Listens and averts friction. Indecisive in crunch situations Avoids confrontation. People Resource Investigator RI Outgoing, enthusiastic, communicative. Explores opportunities, develops contacts Over-optimistic. Loses interest once initial enthusiasm expires.
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13. Factors Determining Individual Behavior in a Team Personality Role learning Mental abilities BEHAVIOR Values and motivations External influences Experience
14. The Complexity of Team Interaction 1 1 1 1 1 1 1 3 3 3 3 3 3 3 5 5 5 5 5 5 5 2 2 2 2 2 2 2 4 4 4 4 4 4 4 6 6 6 6 6 6 6 ? ? ?? ? ?? ?
15. Be aware of and manage your Allowable Weaknesses Team Roles Key Concepts – Individual 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!
16. Focus on what you do best Team Roles Key Concepts – Individual Understand and excel in your natural, preferred roles and manage, rather than struggle, to be good at your least-preferred roles
17. Diversity is essential – All 9 roles will be needed at some point Team Roles Key Concepts – Team 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.
18. Beware of having too many of same role on team Team Roles Key Concepts – Team Too many Plants – all brainstorming, no action Too many Monitor Evaluators – analysis paralysis Too many Shapers – CONFLICT & !!***#%!!/ !$!***#%!#$!/
19. BEWARE OF LABELLING PEOPLE!! Team Roles Key Concepts – Team Everyone has 3 to 6 roles that are preferred or manageable - they may need to switch among these different roles based on the circumstances. Plant Shaper
20. REPORTS Individual Belbin Reports
21. 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 ? Reading Your Report Key Questions to answer
22. Analysis of your Team Role Composition Example Report What are my Top Roles ? 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.
23. Team Role Overview 75 – 100 Clearly Projected Top Role RI CO 50 – 74 Strong Roles Example Report TW PL 0 – 49 Delegate to Others? SH ME SP IMP CF 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.
24. Comparing Self and Observer Perceptions This report is based on your Self-Perception plus 5 Observer Assessment 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. Example Report Differences of 40 or more
25. 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. Example Report
26. Observed Team Role Strengths and Weaknesses Are these weaknesses allowable ? 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). ?
27. List of Observer Responses Maximum score = 2 x number of observers Example Report 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).
28. Team Role Feedback 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. Example Report
29. Team RoleMapping
30. Individual, Team, Organization Self- Awareness Awareness of Others Team Maps & Pairs Analysis 2 Self- Management Team Awareness & Effectiveness IndividualTeam Role Reports Self- Mastery 1 Culture Analysis Organization Awareness & Change 3
31. Team Role Mapping Exercise Mike Susan Tim John Beth Raj Denise PL ME SP For each Team Role: Surplus ? Void ? Tendencies? What adjustments will be required ? SH CF IMP CO TW RI Use the OVERALL ranking (see page 3 of your report) x x x x x Thinking x x x x x x Action x x x x x x x x x People x
32. Team Role Opposites CO-ORDINATOR Generalises PLANT Theorizes MONITOR EVALUATOR Judges impartially COMPLETER FINISHER Perfects established systems SHAPER Drives RESOURCE INVESTIGATOR Recognises opportunities TEAMWORKER Supports SPECIALIST Specifies IMPLEMENTER Applies
33. Famous characters and their possible Belbin team-roles Robin Williams Mother Theresa General Patton Spock Warren Buffet Martha Stewart
34. How can Belbin Team Roles helpyou and your team?
35. Unleashing the potential of each employee Identify natural talents and attributes Develop these talents rather than dwell on shortcomings Wherever possible, realign the job demands with the natural talents.
36. 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 How Effective Managers Behave
37. Be self aware Take an interest in others Adapt to the specific demands of your situation Make the most of the available resources Tips for managers
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39. 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. BackgroundDeeDee Smartt Lynch DeeDee Smartt Lynch Washington, D.C. Metro Area deedeesmarttlynch @3circlepartners.com 240-478-0651
40. The Crisis Team Instructions Make up a crisis Compose a Crisis Team Not on the basis of Functional Roles On the basis of the “Pure” Team Roles What Team Role IN, why? What Team Role OUT, why? What numbers? What tasks? Optional: names of well-known people that match the descriptions Full consensus, everyone has a veto Prepare a presentation
41. The Crisis Team Report Out & De-brief