Karl Roberts HD15XNU1

Belbin Team RoleReport for

Karl Roberts

Mott MacDonald LtdIT Service Desk UK

© 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.

Karl Roberts

Team Role Overview

SPI completed on 24-Sep-2015© BELBIN 2011 Page 3 Report printed on 24-Sep-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

SH IMP CF RI PL TW CO SP ME

Key

SH Shaper

IMP Implementer

CF Completer Finisher

RI Resource Investigator

PL Plant

TW Teamworker

CO Co-ordinator

SP Specialist

ME Monitor Evaluator

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.

Karl Roberts

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

. . . . . . . . . . .

. . . . . . . . . . .

. . . . . . . . . . .

. . . . . . . . . . .

. . . . . . . . . . .

. . . . . . . . . . .

. . . . . . . . . . .

. . . . . . . . . . .

. . . . . . . . . . .

Plant

Resource

Investigator

Co-ordinator

Shaper

Monitor

Evaluator

Teamworker

Implementer

Completer

Finisher

Specialist

X

X

X

X

X

X

X

X

X

Please remember that Belbin Team Roles consist of both strengths and associated weaknesses.

Karl Roberts

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 be well-suited to assuming responsibility. Drive, organising ability, and an emphasison efficiency combine to ensure that the goals you set yourself are usually met. Any practicaldifficulties encountered on the way will be treated as a challenge and are unlikely to stand in yourway.

However, your readiness to take charge of things and to occupy the driver's seat could presentproblems with your colleagues. Unless you are careful, others may feel that you intrude on whatthey regard as their domain. Make sure you allow them some room for manoeuvre. Perhaps thesafest way of going about things is to make sure that everyone knows exactly where they standbefore becoming involved in any significant undertaking.

In terms of working relationships, you should work well with a manager who makes a strategic,analytical, or theoretical contribution to the way in which your objectives can be approached butthen leaves you free to decide how exactly to proceed. For colleagues, seek out workingpartnerships with those who are socially co-operative, whilst being careful not to interfere. Forthose you manage, look for people with strong dedication to what they are doing. Make sure thatall these people are clear what to expect from you and do not leave uncertainties to chance.

Your working style is essentially one of the practical achiever, undaunted by setbacks andunwilling to accept defeat. If you follow these guidelines, you will develop a reputation as someonein whom others feel a strong sense of confidence.

You appear to have an affinity for accuracy and maintaining high standards. To enhance yourperformance, try taking on tasks such as proofreading or checking the final figures, which will helpyou to sharpen your attention to detail further. The more you show yourself to be someone capableof picking up on errors which could otherwise cause embarrassment, the more valuable you willbecome to the team.

On a final note, you need to take account of the role for which you are least suited. Yourjudgements may be too swayed by emotion rather than by dispassionate reasoning. If you canwork in harmony with someone who is good at looking at options objectively, your performance islikely to improve.

Karl Roberts

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 are likely to:

o prefer working in a high-pressure environment, driving others to attain goals.

o be suited to structured work which requires both productivity and precision.

o be accomplished at planning and organizing your work.

Possible Weaknesses

You may:

o be inclined to press ahead and get things done without adequate consultation.

o be uninterested in analyzing a subject in-depth and weighing up the evidence.

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 Shaper role to better effect, use your impetus and energy to help the team gainmomentum, whether by focusing on something which inspires individuals within the team, orby emphasising the importance of collective goals.

To play your Implementer role to better effect, share your affinity for structure and method inyour work habits with your colleagues. Where processes provide the best approach to work,be instrumental in establishing and upholding these systems.

On a separate note, you need to value all contributions - your own and those of others.

Karl Roberts

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

Karl Roberts may possess drive but does he show thoughtful insight into his actions? Ask Karl aboutsetbacks he experiences and look for evidence that he can be circumspect and avoid the pitfalls of takinghasty actions.

Work Environment

Karl is well-suited to action-focused work, presented in terms of goals and objectives. Emphasise personalresponsibility and avoid interference. He would be best placed in a job where the structure is already inplace and you want to achieve visible results.

Karl Roberts

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

SH IMP

Assigning Tasks

"I am ready to lead from the front when itcomes to hard work."

SH CF

Enforcing Standards

"I won't allow poor standards to have anadverse impact on the achievement of

goals and objectives."

SH RI

Exploiting Opportunities

"I like to be given responsibility forgrasping opportunities and driving things

forward."

IMP CF

Deploying Quality Processes

"I am at my most effective when I canimprove procedures as I apply them."

© 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.

Documents

Karl Roberts HD15XNU1