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Belbin Team Roles / Inventory
Effective teambuilding for entrepreneurs involves understanding team roles. There are 9 key roles: plant, resource investigator, shaper, coordinator, monitor evaluator, team worker, implementer, completer finisher, and specialist. Each role has strengths and potential weaknesses. Building an effective team requires assessing roles, stages of maturity, from initially forming to high performance, and leadership approaches suited to each stage. Understanding roles helps entrepreneurs capitalize on strengths and balance weaknesses for optimal team performance.
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Belbin Team Roles / Inventory
- 1. Effective Teambuilding ForEntrepreneurs Gavin D. J. Harper
- 2. Team Roles Plant Resource Investigator Shaper Coordinator Monitor Evaluator Team Worker Implementer p Completer Finisher Specialist S i li
- 3. Action • Shaper Oriented • Implementer Roles • Completer Finisher People • Co-ordinator Oriented • Teamworker Roles • Resource Investigator Thought • Monitor Evaluator Orientated • Specialist Roles • Pl t Plant
- 4. http://www.learning-tech.co.uk/Belbin.html © Philip Chambers’,2000 City University Business School - Belbin 9 Team Roles Mind Map
- 5. Plant Creative& Unorthodox ‘Ideas Hamsters’ Innovative solutions Clever f Cl free thinkers hi k Disorganised Can t Can’t focus on one thing Can struggle communicating ideas
- 6. Resource Investigator Pursuescontacts / opportunities Explores outside the team p Has a “pulse” on the world Can i C give team enthusiasm h i Resource investigator can “steal ideas” Can lose momentum and forget the detail
- 7. Co-ordinator Co ordinator Oftenthe ‘chairman’ Confident and mature Good at delegation Good G d at clarification, makes the team gel l ifi i k h l Can be manipulative Delegates all work and may do nothing but this
- 8. Shaper Focused leadership Motivated to success High desire to win Committed to shaping the teams work C i d h i h k Can be aggressive to others in the team Too many shapers can cause team conflict Can “steal the glory”
- 9. Monitor Evaluator Detachedfrom bias Good at ‘judging’ the team j g g Takes many things into account Moves slowly and precisely M l l d i l Comes to the ‘right decision’ g Can be cynical and kill enthusiasm Can’t inspire others well
- 10. Completer Finisher Tidiesup loose ends Sense for accuracyy Perfectionist Goes the extra distance G h di Can worry over small details Can be frustrating to work with Don’t trust others with tasks
- 11. Specialist Greatestdepth of knowledge Brings discipline specific skills g p p Enjoys communicating their passion Passionate about their knowledge P i b h i k l d Only makes a contribution to a narrow set of issues Uninterested in other ‘team business’
- 12. Implementer Turns ideasinto concrete action Efficient, well disciplined , p Loyal to their team-mates Can be close minded Can’t deviate from their own plans Can be inflexible
- 13. Team Worker “The “Th grease that keeps h k the wheels turning” Good at listening to others in the group Can be very diplomatic and good at smoothing things over in team conflicts They Th won’t take sides! ’ k d ! They aren’t noticed until they aren’t there!
- 14. Stages of TeamMaturity Forming Storming Norming Performing Coleman & Bush 1994 Forming – establishing roles of team members Storming – leadership / approach / feasibility questioned Norming – team identity established, mutual support Performing – solutions / decisions / activities / outputs
- 15. References Belbin, R.M. (1981). Management Teams: Why They Succeed or Fail. Oxford: Butterworth Heinemann Coleman, M. and T Bush (1994). Managing M T. (1994) With Teams. In Bush, T. and West-Burnham, J. (eds.) (eds ) The Principles of Educational Management. Harlow, Essex: Longman.