Your Team is Agile, But is it Performing?
•
13 likes•11,507 views
10 Team Role 0 SPI Obs SPI Obs RI PL SPI Obs SPI Obs SPI Obs Partners LLC SPI Obs © Copyright 2011 3Circle SPI Obs CO SH ME SP TW SPI Obs SPI Obs CF IMP 1) The document discusses the Belbin Team Roles model which identifies 9 distinct roles that individuals can play in teams. 2) When all 9 roles are present in a balanced way, teams have been shown to have higher success rates. Individuals tend to have natural strengths in some roles and weaknesses in others.
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (20)
Similar to Your Team is Agile, But is it Performing?
Similar to Your Team is Agile, But is it Performing? (20)
More from Cprime
More from Cprime (20)
Recently uploaded
Recently uploaded (20)
Your Team is Agile, But is it Performing?
- 1. Your Team May Be Agile, but is it performing?
- 2. Anton McBurnie Anton brings to 3Circle Partners many years of hands-on experience successfully growing, managing and turning around companies all over the world • Co-author of “The Third Circle – Interactions That Drive Results” • His previous positions include: San Francisco Bay Area, California anton@3circlepartners.com (650) 533-5946 • President of Canadian affiliate of Estée Lauder Cosmetics • President of Sparks.com, an Internet start-up • COO of Premier Salons International, a 1500 unit retail chain of beauty salons • 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 from the London Business School 2
- 3. The formation of effective teams is more by good fortune than good judgment…. it doesn’t quality team performance way! accident. have to be that is not an Rapid, high It requires discipline & effective interaction skills: Balanced, diverse team Effective process Relevant experience © Copyright 2011 3Circle Partners LLC 3
- 4. Dr. Meredith Belbin from Cambridge University devoted over 10 years of research into team effectiveness. What emerged: 9 distinct and identifiable clusters of behavior – (or areas of contribution). When all 9 of these areas of contribution were present in a balanced way, the team had higher predictability for success. These nine predictable behavior patterns became known as the Belbin 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. © Copyright 2011 3Circle Partners LLC 4
- 5. PREDICTING TEAM PERFORMANCE A typical example of Belbin’s ability to predict the order of finish of teams in the Henley Management Simulations. Predicted Order of Finish Actual Order of Finish 1 1 2 3 3 2 4 4 4 5 5 5 Actual The red X's on the graph represent the different teams participating in the simulation. 1 X X 2 3 X X X 5 4 3 2 Predicted 1 Red X’s on the diagonal line represent where Belbin's predictions and the team's performance matched exactly. © Copyright 2011 3Circle Partners LLC 5
- 6. A tendency to behave, contribute, and interrelate with others in a particular way --when working in a team (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) © Copyright 2011 3Circle Partners LLC 6
- 7. THE BELBIN TEAM ROLES Nine Roles Identified The team roles for fall into three categories for each person: 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. © Copyright 2011 3Circle Partners LLC 7
- 8. BELBIN TEAM ROLES – KEY CONCEPTS • Focus on what you do best • Be aware of and manage your Allowable Weaknesses © Copyright 2011 3Circle Partners LLC 8
- 9. 9
- 10. THE 9 BELBIN TEAM ROLES Team Role Contribution Allowable Weakness Ignores incidentals. Too preoccupied 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. Specialist SP Single-minded, self-starting, dedicated. Provides rare knowledge and skills. Contributes only on a narrow front. Dwells on technicalities. 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. CF Painstaking, conscientious, anxious. Finds errors. Polishes and perfects. Inclined to worry unduly. Reluctant to delegate. Coordinator Action Creative, imaginative, free-thinking. Generates ideas & solves hard problems. Completer Finisher People PL Shaper Thinking Plant 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. Outgoing, enthusiastic, communicative. Explores opportunities, develops contacts Over-optimistic. Loses interest once initial enthusiasm expires. Resource Investigator RI © Copyright 2011 3Circle Partners LLC 10
- 11. PLANT (PL) Individual Characteristics Contribution to the Team Creative Problem solving Imaginative Lateral thinking Unorthodox Innovation Generates new ideas © Copyright 2011 3Circle Partners LLC 11
- 12. PLANT (PL) WEAKNESSES Allowable Out of touch with reality Ignores incidentals Non-Allowable Strong ownership of ideas when cooperation would yield better results Discounts other peoples ideas © Copyright 2011 3Circle Partners LLC 12
- 13. MONITOR EVALUATOR (ME) Individual Characteristics Discerning, objective Questioning Sees all options Contribution to the Team Defuses overenthusiasm Applies reason Identifies problems © Copyright 2011 3Circle Partners LLC 13
- 14. MONITOR EVALUATOR (ME) WEAKNESSES Allowable Non-Allowable Uninspiring Cynical without logic Sceptical Overly pessimistic © Copyright 2011 3Circle Partners LLC 14
- 15. SPECIALIST (SP) Individual Characteristics Contribution to the Team Has rare skills or knowledge Ignores factors outside own areas of competence Dedicated and professional Single-minded Keeps up to date Accurate information Aware of new developments © Copyright 2011 3Circle Partners LLC 15
- 16. SPECIALIST (SP) WEAKNESSES Allowable Non-Allowable Contributes on only a limited front Ignores factors outside own areas of competence Dwells on specialized personal interests Doesn’t acknowledge wider company objectives © Copyright 2011 3Circle Partners LLC 16
- 17. SHAPER (SH) Individual Characteristics Challenging Driving and dynamic Thrives on pressure Effective delegator © Copyright 2011 3Circle Partners LLC Contribution to the Team Leads in difficult situations Takes hard decisions Overcomes obstacles 17
- 18. SHAPER (SH) WEAKNESSES Allowable Provocative Non-Allowable Inability to recover situation through humor or apology Aggressive Too task-focused Always think they’re right! © Copyright 2011 3Circle Partners LLC 18
- 19. IMPLEMENTER (IMP) Individual Characteristics Disciplined Efficient and organised Reliable © Copyright 2011 3Circle Partners LLC Contribution to the Team Practical solutions from ideas Follows procedures Turns concept into reality 19
- 20. IMPLEMENTER (IMP) WEAKNESSES Allowable Slow to see possibilities Somewhat inflexible Non-Allowable Obstructs change for no good reason A barrier to progress © Copyright 2011 3Circle Partners LLC 20
- 21. COMPLETER FINISHER (CF) Individual Characteristics Conscientious Attention to detail Delivers results © Copyright 2011 3Circle Partners LLC Contribution to the Team Perfects existing systems Eradicates errors Crosses the t’s, dots the i’s 21
- 22. COMPLETER FINISHER (CF) WEAKNESSES Allowable Anxious Reluctant to delegate Non-Allowable Unreasonably obsessive behavior Produces a Rolls-Royce instead of a Mini © Copyright 2011 3Circle Partners LLC 22
- 23. COORDINATOR (CO) Individual Characteristics Strong sense of objectives Contribution to the Team Leads through empowerment Promotes decision- Chairs meetings making Promotes team Delegates readily contribution Good chairman © Copyright 2011 3Circle Partners LLC 23
- 24. COORDINATOR (CO) WEAKNESSES Allowable Non-Allowable Manipulates within reason Takes credit for the efforts of others Delegates personal workload Over-reliance on team work © Copyright 2011 3Circle Partners LLC 24
- 25. TEAMWORKER (TW) Individual Characteristics Contribution to the Team Cooperative and supportive Promotes team spirit Diplomatic Builds peer relationships Averts friction Good listener © Copyright 2011 3Circle Partners LLC Facilitates communications 25
- 26. TEAMWORKER (TW) WEAKNESSES Allowable Indecisive Discourages conflict Non-Allowable Avoids pressure situations No focus on task © Copyright 2011 3Circle Partners LLC 26
- 27. RESOURCE INVESTIGATOR (RI) Individual Characteristics Excellent communicator Recognises opportunities Extroverted Enthusiastic © Copyright 2011 3Circle Partners LLC Contribution to the Team Develops contacts Explores opportunities Negotiates Makes external links 27
- 28. RESOURCE INVESTIGATOR (RI) WEAKNESSES Allowable Can be over-optimistic Loses interest after initial stages Non-Allowable Lets clients down by not following through Too externally focused © Copyright 2011 3Circle Partners LLC 28
- 29. BELBIN TEAM ROLES – KEY CONCEPTS • Focus on what you do best: – Understand and excel in your natural, preferred roles & manage, rather than struggle to be good at your leastpreferred roles • 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! © Copyright 2011 3Circle Partners LLC 29
- 31. This report provides an overview of Team Roles as seen by yourself and others, in order from most prominent (column 1) to least (column 9). Your overall Team Role composition is not simply an average of each individual line, but a weighted integration of your perceptions and your Observers' views, which takes many factors into account. Anton McBurnie Analysis of your Team Role Composition This report is based on your Self-Perception plus 6 Observer Assessments. This report provides an overview of Team Roles as seen by yourself and others, in order from most prominent (column 1) to least (column 9). Your overall Team Role composition is not simply an average of each individual line, but a weighted integration of your perceptions and your 1 2 4 5 6 7 8 9 Observers' views, which takes many factors into account. 3 Anton McBurnie's Self-Perception RI PL SH CO SP ME TW CF IMP Observers: This report is based on your Self-Perception plus 6 Observer Assessments. Bernadette McBurnie PL RI SH ME TW CO Max Isaac RI 1 PL 2 SH 3 SP 4 CF 5 ME CO7 IMP8 TW 9 6 Maggie Carveth RI PL SH ME CO TW SP CF IMP Patrick Ballin RI SH CO ME PL SP TW CF IMP CO TW RI PL SP CF ME IMP SH CO PL RI RI ME SH PL TW SP IMP CF SH ME TW CO SP CF IMP Anton McBurnie's Self-Perception RI Observers: Hensley Susan Allison Barber Bernadette McBurnie Max Isaac PL RI Maggie Carveth PL RI Observers' Overall Views PL RI Patrick Ballin PL RI SH Susan Hensley RI CO PL Allison Barber CO RI Your Overall Team Role Composition Observers' Overall Views TW SH SH CO SH CO CO RI ME CO SP SH ME ME SH PL SP CF ME CO PL ME SP ME ME TW TW SP SP CF SP TW CO SP SP TW TW ME CF CF IMP IMP IMP CF CF IMP CF CF TW IMP IMP IMP IMP SH PL TW SP IMP CF SH © Copyright 2011RI 3Circle Partners LLC SH PL CO ME TW SP CF 31 IMP
- 32. Anton McBurnie Comparing Self and Observer Perceptions This report is based on your Self-Perception plus 6 Observer Assessments. The bar graph in this report shows how you perceive your Team Role contributions, in comparison to your Observers' views. The table below the graph shows the percentile scores for Self-Perception and Observers. Percentile 100 Differences of 40 or more 90 80 This report is based on your Self-Perception plus 6 Observer Assessments. 70 60 Ferrari ? Percentile 100 50 90 40 80 70 30 60 20 50 10 40 0 30 SPI Obs SPI Obs SPI Obs SPI Obs SPI Obs SPI Obs SPI Obs SPI Obs SPI Obs PL CO SH ME SP TW CF IMP 20 RI 10 Team Role 0 SPI Obs SPI Obs RI PL SPI Obs SPI Obs SPI Obs Partners LLC SPI Obs © Copyright 2011 3Circle SPI Obs CO SH ME SP TW SPI Obs SPI Obs CF IMP 32
- 33. A FERRARI IN MY GARAGE ? Hidden strengths — strengths that people don’t recognize in themselves — are potential assets that are going to waste 33 © Copyright 2011 3Circle Partners LLC
- 34. Anton McBurnie Comparing Self and Observer Perceptions This report is based on your Self-Perception plus 6 Observer Assessments. The bar graph in this report shows how you perceive your Team Role contributions, in Fake Ferrari comparison to your Observers' views. The table below the graph shows the percentile scores for Self-Perception and Observers. Percentile 100 ? Differences of 40 or more 90 80 This report is based on your Self-Perception plus 6 Observer Assessments. 70 60 Ferrari ? Percentile 100 50 90 40 80 70 30 60 20 50 10 40 0 30 SPI Obs SPI Obs SPI Obs SPI Obs SPI Obs SPI Obs SPI Obs SPI Obs SPI Obs PL CO SH ME SP TW CF IMP 20 RI 10 Team Role 0 SPI Obs SPI Obs RI PL SPI Obs SPI Obs SPI Obs Partners LLC SPI Obs © Copyright 2011 3Circle SPI Obs CO SH ME SP TW SPI Obs SPI Obs CF IMP 34
- 35. OR A FAKE FERRARI? © Copyright 2011 3Circle Partners LLC 35
- 36. This report isAnton McBurnie based on 6 Observer Assessments. Observed Team Role Strengths and Weaknesses Associated Strengths The bar graph in this report shows your Observers' responses broken down into the strengths Weaknesses and associated weaknesses for each Team Role. An associated weakness is termed allowable if it operates alongside the observed strengths of the Team Role. PL RI This report is based on 6 Observer Assessments. CO Associated Weaknesses Strengths SH ME PL Are these weaknesses allowable ? TW RI IMP CO CF SH © Copyright 2011 3Circle Partners LLC SP 36
- 38. BELBIN TEAM MAPPING Use the OVERALL ranking (see page 3 of your report) PL Thinking ME x x x x x CF x x x CO TW RI x x x x x x x For each Team Role: • • • • x x IMP People x SP SH Action x Surplus ? Void ? Tendencies? What adjustments will be required ? x x © Copyright 2011 3Circle Partners LLC 38
- 39. White Paper Presented at the 2012 International Scrum Alliance Conference in Barcelona, Spain Creating Champion Teams Organizational Development and ScrumMasters Unite to Outfit Teams with New Tools for Success By Karen L. Bruns, Certified ScrumMaster Marsha L. Egbert, Director, Organization Development 39
- 40. Team Team Team Team Team Team Team Team Team Team Team Member Member Member Member Member Member Member Member Member Member Member 1 2 3 4 5 6 7 8 9 10 11 TEAM WUJI Plant PL Monitor Evaluator ME Specialist SP Shaper SH Implementer IMP Completer Finisher CF Coordinator CO Teamworker TW Resource Investigator RI 18 9 5 Insight 1: The team had an overabundance of thinking skills. Insight 2: The team was weak in the “people” skills. Insight 3: The project manager was the most action-oriented team member. © Copyright 2011 3Circle Partners LLC 40
- 41. 41
- 42. TUESDAY JANUARY 21st, 2014 The formation of effective teams is more by good fortune than good judgment…….it doesn’t have to be that way! 10:00am to 11:30am: Part 1 – Discover Belbin Team Roles and Understand How To Play To Your Strengths and Manage Your Weaknesses 1:00pm to 2:30pm: Part 2 – Learn How Team Mapping Can Optimize The Contribution Of Every Member Of Your Team * Learn about a research-based approach to team collaboration, predicting team success and optimizing all the individual resources available in the team * DO THE BELBIN ASSESSMENT and Discover your most (and least) preferred roles on a team and understand how to play to your strengths and manage your weaknesses * Learn how Belbin Team Roles provides a common, shared language to discuss the difficult interpersonal issues on a team without creating a defensive reaction * Use Team Mapping as a way to optimize the contribution of every member of your team
- 43. 43
- 44. After the webinar… THANK YOU! • We will send directions to collect the PDU you will earn from attending this webinar • We will also send a links to the recorded webinar and presentation slides once they are posted online For more information, visit www.cprime.com © 2013, cPrime Inc. All Rights Reserved
- 45. 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.
Editor's Notes
- When we do have all 9 covered – with the appropriate diversity and balanceThat along with an effective process and relevant experience is the recipe for a high-performing team.Not left to chance or luck – we can duplicate and sustain a high-performing team with this knowledge.
- Sample of predictions and 86% accuracy