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Harness the Power of Your
Team with Belbin
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
used in more than
30 countries
Knowledge = Predictability
Greater than 80% accuracy!
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
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
In total, he identified nine types of
contributions… nine TEAM ROLES
Belbin’s Model
Thinking Oriented Action Oriented People Oriented
The nine roles are grouped into 3 categories…
The Nine Team RolesAllowable 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.
Acti
on
Shaper
Implementer
Completer Finisher
Peo
ple
Team Worker
Resource Investigator
Coordinator
Th
inkin
g
Plant
Monitor Evaluator
Specialist
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
The Nine Team RolesAllowable 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.
Acti
on
Shaper
Implementer
Completer Finisher
Peo
ple
Team Worker
Resource Investigator
Coordinator
Th
inkin
g
Plant
Monitor Evaluator
Specialist
70% of people
don’t see themselves accurately
Excerpt from Belbin Team Role Report
Natural ManageableLeast
Preferred
CEO of national realty company increases revenues
by using Belbin
New CEO
joins
division
Learned
about Belbin
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!
▲ ▲ ▲ ▲
• 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 STUDYTEAM MAPPING APPLIED
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.
TEAM MAPPING APPLIED
Decisions made based on who
talks the loudest
Unconstructive conflict
Lots of ideas and discussion, but few decisions
© 2016 3Circle Partners LLC
Nice atmosphere, no results
Agreement on plans, but poor follow up
When Team Roles are missing… mismanaged…
overabundant… misunderstood…
POLL: Which of these problems does your team(s) encounter the most?
4) Unconstructive conflict
2) Lots of ideas and discussion, but few decisions
1) Nice atmosphere, no results
3) Agreement on plans, but poor follow up
5) Decisions made based on who talks the loudest
© 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
© 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
© 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
© 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
© 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
Development of innovative copier
A year late to launch
Lots of friction between key teams
PROBLEMS
Reduced conflict
Improved collaboration
Acceleration of new product launch
Significantly fewer post-launch problems
RESULTS
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?
• Contact us by August 8 and
receive a 40% discount on
up to 10 Belbin Reports.
• Receive a 1-hour personal
coaching session with 25%
discount until August 8.
SPECIAL OFFERS
Two Free eBooks on Amazon
2 days only – July 25 & 26
34
Any questions on High Performance Teams
and Belbin Team Roles?
Please email me:
© 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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