Tired of having teams that don’t perform to their full potential? Frustrated by teams that have great discussions but can’t reach decisions? Are you challenged by teams that are blocked by constant arguing with no resolution? Learn how the Belbin® team measurement tools can help you solve these problems and get more out of every team. Max Isaac, co-author of Close the Interaction Gap and CEO of 3Circle Partners, will draw on his experience with thousands of teams to bring to life not only how the Belbin Team Role methodology works but what results you can expect to see. In this webinar, you’ll gain powerful insights about the many applications for the Belbin tools and how they contribute to team development. The topics covered will include: How the Belbin methodology works Why the Belbin model helps predict team success How to engage and develop the talent on your teams How the knowledge of people’s collaborative strengths and weaknesses improves both individual and team effectiveness Learn how to harness the power of all your teams!

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

4. used in more than
30 countries

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

31. Individual Action
Plan
Resources Online
PERSONAL
DEVELOPMENT
2‐Day Belbin
Accreditation
BECOME A
CERTIFIED
EXPERT
Individual Belbin
Reports
Team Mapping
Resources Online
TEAM
DEVELOPMENT
WHAT’S NEXT?

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

34. 34
Any questions on High
Performance Teams
and Belbin Team Roles?
Please email me:
Max
info@3circlepartners.com

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.
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