Belbin.Germán Alonso G9SJE9FT

Belbin Team RoleReport for

Germán Alonso

© BELBIN 2011

Team Role Summary Descriptions

Team Role Contribution Allowable Weaknesses

Plant

Resource

Investigator

Co-ordinator

Shaper

Monitor

Evaluator

Teamworker

Implementer

CompleterFinisher

Specialist

Creative, imaginative, free-thinking.Generates ideas and solves difficult

problems.

Ignores incidentals. Toopre-occupied to communicate

effectively.

Outgoing, enthusiastic, communicative.Explores opportunities and develops

contacts.

Over-optimistic. Losesinterest once initial

enthusiasm has passed.

Mature, confident, identifies talent.Clarifies goals. Delegates effectively.

Can be seen as manipulative.Offloads own share of the

work.

Challenging, dynamic, thrives onpressure. Has the drive and courage to

overcome obstacles.

Prone to provocation. Offendspeople's feelings.

Sober, strategic and discerning. Seesall options and judges accurately.

Lacks drive and ability toinspire others. Can be overly

critical.

Co-operative, perceptive anddiplomatic. Listens and averts friction.

Indecisive in crunchsituations. Avoids

confrontation.

Practical, reliable, efficient. Turns ideasinto actions and organizes work that

needs to be done.

Somewhat inflexible. Slow torespond to new possibilities.

Painstaking, conscientious, anxious.Searches out errors. Polishes and

perfects.

Inclined to worry unduly.Reluctant to delegate.

Single-minded, self-starting, dedicated.Provides knowledge and skills in rare

supply.

Contributes only on a narrowfront. Dwells on technicalities.

Germán Alonso

Team Role Overview

SPI completed on 14-Jan-2015© BELBIN 2011 Page 3 Report printed on 14-Jan-2015

The bar graph in this report shows your Team Roles in order from highest to lowest, using all availableinformation. The other pages of your report will analyse your Team Role Overview in more detail.

This report is based upon your Self-Perception only.

Percentile

Team Role

100

90

80

70

60

50

40

30

20

10

0

PL SP TW ME CF SH CO RI IMP

Key

PL Plant

SP Specialist

TW Teamworker

ME Monitor Evaluator

CF Completer Finisher

SH Shaper

CO Co-ordinator

RI Resource Investigator

IMP Implementer

The graph above shows your Team Roles in order of preference. Some people have an even spread ofTeam Roles whilst others may have one or two very high and very low Team Roles. An individual doesnot necessarily show all nine Team Role behaviours.

This graph is based solely on your views. In addition to analysing your own views, you can ask others tocomplete Observer Assessments to provide feedback about the Team Role behaviours they observe inyou. This is useful because Team Role contributions are about the way others see us and work with us,as well as the way we perceive ourselves.

Germán Alonso

Your Team Role Preferences


This report shows your percentile scores for each Team Role, according to your Self-Perceptionresponses. Team Roles are divided by percentile score into Preferred, Manageable and LeastPreferred Roles.


Least Preferred Roles Manageable Roles Preferred Roles Team Roles

0 10 20 30 40 50 60 70 80 90 100

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Plant

Resource

Investigator

Co-ordinator

Shaper

Monitor

Evaluator

Teamworker

Implementer

Completer

Finisher

Specialist

X

X

X

X

X

X

X

X

X

Germán Alonso

Team Role Feedback


This report offers guidance and advice on the best way to manage your behaviour at work and makethe most of your Team Role contributions. The applicability of the advice may vary depending on thestage of your career and your current working situation.


You seem to gain intrinsic satisfaction from the nature of the work in which you are engaged. Foryou, work is like a hobby, offering you a chance to exercise your creative disposition and to utiliseyour expertise simultaneously. As far as the outside world is concerned, you will be known andrespected for your knowledge and special skills and for the fact that you are at the forefront ofmost new developments.

You are likely to feel least comfortable when work falls outside your area of professionalcompetence and expertise, so build up your personal reputation in your own special area andcarve out your own job within it.

Whatever your chosen career path, you will achieve most success if you can secure the respect ofthose who work in different subject areas. Others will need to know how you are progressing andwhat you have to offer. If you are to make your mark, ensure that you do not overwhelm peoplewith science or flood them with technical details that carry no real interest for them. Cultivate theskill of knowing how much information to offer.

As a manager, you are likely to work best with those who can translate your ideas and expertiseinto definite plans.

Your operating style is that of a pioneering professional. Colleagues will respect you for what youknow and what you have achieved. Beyond that circle, you may find difficulty in reaching out toothers, unless you are able to cultivate a means of communicating in a way that people outsideyour area of expertise can understand. Make a point of presenting a concise overview when clarityis required.

You also seem to have a propensity for taking an interest in, and caring for, others. Focus oncultivating a good atmosphere in the team by developing good relationships with others and offerto take on work which seems to have fallen through the gaps. Your efforts should earn you not onlypopularity but also a reputation as a considerate, diplomatic individual who can be relied upon tokeep things running smoothly.

On a final note, you need to take account of the role for which you are least suited. You do notappear to have the characteristics of the practical organiser who attends to all the things thatoptimise efficiency. If you can work in harmony with someone who has these complementaryqualities, your own performance is likely to improve.

Germán Alonso

Maximizing your Potential


This report highlights your Team Role strengths and possible weaknesses, based on your views andthose of your Observers, if applicable. The section, 'Understanding your Contribution', providesanalysis of your responses to your Self-Perception to enable you to work more effectively.


Strengths

You:

o perform best when given freedom to use your expertise to creative advantage.

o are good at solving complex problems or introducing new ideas.

o prefer to work in a specialised field where experience and ability counts for more than peoplemanagement.

o are able to dedicate yourself totally to your particular subject area.

Possible Weaknesses

You may:

o have a tendency to contribute within a limited field.

o be uncomfortable when having to deal with conflict.

o be uninterested in dealing with routine or sustained work.

o be reluctant to organise and manage others.

Understanding your Contribution (based on your self-perception)

Looking at the results solely from your self-perception (not taking any observer views into account), youhave highlighted two possible contributions you can make. Below is some advice on how to play to yourstrengths further in these areas:

To play your Plant role to better effect, promote yourself as someone who solves problemsby taking previously unexplored paths. This will set your contribution apart from that of thosewho use logical analysis or previous expertise to find solutions.

To play your Specialist role to better effect, demonstrate your initiative by planning your workand getting started autonomously. Whilst you should still be open to change, this will instilconfidence in others outside your specialism that you can navigate your way independentlyaround the subject-matter.

Germán Alonso

Feedback and Development Suggestions


This report is ideal for handing to and discussing with your line manager. It will provide an insight intoyour preferred way of working and the environment in which you thrive. Alternatively, this report is alsoa useful aid for any manager or recruitment specialist who wants to find out more about the individualin terms of their preferred working style and environment.


Key points

Ask Germán Alonso about good ideas he has had and whether he has had the opportunity to put these intopractice. Whilst it is not necessary for Germán to excel in later stages of a project, find out whether hisideas are practically workable as well as original.

Work Environment

Germán should be placed in a role where ingenuity and expertise can be used to advantage. Ensure thathe has adequate time and space to think about his work, but also that he does not become detached fromthe rest of the team. Managing Germán's work in alignment with that of the team will be paramount toensuring his success.

Germán Alonso

Suggested Work Styles


This report looks at the combination of your top Team Roles and suggests working styles that may besuitable. Phrases are provided which summarise the relevant working styles.


Team Roles Work Style

1 2 3 4

PL SP

Researching

"I find that study can often lead to newideas."

PL TW

Helping Others with Ideas

"I enjoy sharing my ideas for the benefit ofthe team."

PL ME

Rational Creativity

"I like to ensure the ideas I offer areappropriate for the situation."

SP TW

Providing Expertise

"I enjoy sharing my knowledge andexpertise to help others."

© BELBIN 2011

Glossary of Terms

Self-Perception Inventory (SPI)The Self-Perception Inventory is the questionnaire an individual completes to ascertain his or her TeamRoles. The questionnaire consists of eight sections, with each section containing ten items. The individualis asked to allocate ten marks per section to those statements which best reflect his or her working styles.

Observer Assessment (OA)The Observer Assessment is the questionnaire completed by people who know the Self-Perceptioncandidate well. We recommend that observers are chosen from among those who have worked with theindividual closely and recently and within the same context (e.g. within the same team), since Team Rolebehaviours can change over time and in different situations, offering advice on managing this.

Team Role StrengthThese are the positive characteristics or behaviours associated with a particular Team Role.

Team Role WeaknessThis is the flipside of a strength: negative behaviour which can be displayed as the result of a particularTeam Role contribution. If someone is playing a particular Team Role well and their strengths outweightheir weaknesses in the role, it is called an “Allowable weakness”. Weaknesses become ‐“non allowable” iftaken to extreme or if the associated Team Role strength is not displayed.

PercentilesA percentile is a way of measuring your position in relation to others (the rest of the population). If a groupof people take a test and receive scores, these can be distributed from highest to lowest and anindividual’s score can be judged in relation to the scores of others. If a person’s score is in the 80thpercentile, this indicates that 20% of people have scored more highly for this measure.

PercentagesPercentages represent a proportion of the whole. If you take an aptitude test and score 70 marks out of apossible 100, your score is 70%.

Strong example of a Team RoleA strong example is someone who appears to play a particular Team Role to especially good effect. Toqualify as a strong example of a particular Team Role, someone needs to be in the 80th percentile for thatTeam Role according to their Self-Perception. Once observer assessments are added, their feedback isalso taken into account to determine whether or not someone qualifies as a strong example.

Points DroppedSome items in the Self-Perception Inventory pertain to claims about oneself rather than a valid Team Rolecontribution. If you have made more claims than 90% of the population, your Team Role feedback willtake this into consideration.

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Belbin.Germán Alonso G9SJE9FT