THEORY 40

BELBIN’S TEAM ROLES

Use as a checklist, every time you form a new team, to confirm that you have the right mix of people for the job.

For any team to be successful, Meredith Belbin argues that the following roles must be undertaken by nominated members of the team:

Illustration

Source: Team roles and descriptions adapted courtesy of Belbin Associates.

  • Chair/Co-ordinator sets the agenda, is calm and confident and responsible for getting the balance of the team right.
  • Shaper aims to influence the team’s decisions; is extrovert and willing to be unpopular if the job requires it.
  • Plant/innovator generates ideas and develops innovative ways to solve problems.
  • Monitor/evaluator is analytical, dispassionate and objective, but may upset team mates with criticisms.
  • Implementer works hard to turn ideas into action; may annoy team mates because of their reluctance to compromise.
  • Resource investigators are often crafty and personable; they find the resources required and suss out what the opposition is up to.
  • Teamworker is sociable and conscientious; brings the team together and helps sort out any of the team’s inter-personal and professional issues.
  • Completer/finisher is determined and committed but can be seen as too keen to get the job done at any cost.
  • Specialist provides technical expertise in key areas; may annoy others because they focus too narrowly on their specialist area.

HOW TO USE IT

  • Start with the end in mind (see Theory 6) and identify the team’s aims and objectives, the resources available and the deadlines you must meet.
  • Identify who supports/opposes the project (see Theory 60). This information is vital. During any project problems will arise and you need to know who you can trust.
  • Make sure that the recruits to your team can cover all of the functions listed on the facing page – even if that means some people covering two or more functions.
  • Use a combination of personal interviews and Belbin’s team roles questionnaire (available online) to identify each person’s role/s.
  • Brief each person on what you expect of them. Then monitor progress, identify problems and implement remedies. If you’re not the problem (and managers often are) consider the following:
    • A lack of clarity about the team’s objectives. What’s your Shaper doing?
    • Underperformance by the team. How good is your Completer?
    • An inability to overcome problems. What’s your Plant doing?
    • Poor analysis of problems. Does your Monitor need a wake-up call?
    • Difficulties in turning ideas into practical solutions. What’s your Implementer up to?
    • Lack of resources. Do you need to replace your Resource Investigator with someone who can duck and dive.
    • A lack of harmony and commitment to the team’s objectives. Has the Teamworker upset the team?
    • An inability to finish tasks. Has your Completer become bored with the project?
    • Lack of specialist knowledge. Does your Specialist have the right expertise for the project?

Once you have identified the problem deal with it decisively.

QUESTIONS TO ASK

  • Do I have the right mix of people in the team?
  • How will I monitor progress? What are my milestones?
..................Content has been hidden....................

You can't read the all page of ebook, please click here login for view all page.
Reset