A selection of personality tests and working style self-assessment tools are free to view and download below. Styles and theories, psychometrics models and tests, including the Four Temperaments, Myers Briggs MBTI, Keirsey, Belbin, DISC. Good for illustrating the need to read test questions before attempting answers. Free new mental.
Why is your team successful? Why is your team failing? Belbin has an answer.Dr. Raymond Meredith Belbin is the leading authority on team roles.
His research, that spanned more than 40 years, showed that it is more important how members fit together than how smart they individually are.Successful teams were comprised of members with different and compatible roles, while unsuccessful ones were characterized by constant conflicts between members with similar tendencies and personalities. What Happens When You Make a Team out of A PlayersBelbin’s research produced several that enabled experts to determine if an individual will become a business superstar. Those who passed with flying colors were smarter, had better analytical skills, and were better than others in almost every aspect.
Logically, the next step in research was to create a super team made up entirely of these outstanding individuals.Belbin named them the Apollo team. Expectations were high as everyone thought the superstars of the Apollo team would achieve success effortlessly. However, it turned out that team made out of the strongest individuals is not as effective as it should be - what’s more, it usually performed worse than a regular team.The Apollo team members had spent most of their time debating and trying to persuade other members that their point of view was the correct one.
However, no one was willing to change their point of view and each member loved to find holes in each others’ arguments. The team couldn’t reach a decision together while more pressing jobs were completely neglected. Belbin Team RolesThe Apollo team experiment proved that good teams require balance. Over the course of years, Belbin defined nine possible team roles, which he categorized into three groups: Action-Oriented RolesAction oriented roles focus on improving team’s performance, putting ideas into action, and meeting deadlines. The three action-oriented roles are:. Shaper - extrovert that questions assumptions. Implementer - brings self-discipline to the team.
Completer Finisher - pays attention to smallest details and makes sure things are done rightPeople-Oriented RolesPeople oriented roles bring people and ideas together. The three people oriented roles are:. Coordinator - brings order into the team. Team worker - provides support to the team in a diplomatic way. Resource Investigator - develops outside contactsThought-Oriented RolesThought oriented roles analyze options and provide technical expertise. The three cerebral roles are:Plant - comes up with innovative, ground-breaking solutionsMonitor evaluator - assesses team decisions analytically and criticallySpecialist - experts in particular subject matterRoles characteristics, contribution, and weaknessesEach Belbin team role comes with its set of characteristics, strengths, and weaknesses (some of which are allowable and others that are not).Ideal Team for a Small BusinessTo have a well-functioning team, it would be ideal to have a member for each role.
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However, to make that happen, you would need a team of at least 9 people. Since small businesses often work with smaller teams, it is only fair to ask: how would Belbin construct a successful small team?Firstly, it would be ideal if the team had 6 members. Belbin’s research has proven that teams with less than 6 members struggle with work and overlapping duties, while teams with more members (7+) tend to get lazy and do the same amount of work as the six-member team.Secondly, Belbin claims that successful small team should have one Coordinator, one Implementer, and one Plant.
Those are a must. Choose other roles as you see fit.You are probably wondering: “If I have a task that requires creative solution, why don’t I just gather three ‘Plant’ members and let them work their magic?” It turns out, you shouldn’t do this.During his research, Dr. Belbin wanted to know how teams made of people with similar personalities function in everyday business environment, and how they cope when it comes to problem-solving. To achieve this, he divided examinees into four groups based on their personalities:. Stable Extroverts - Excellent communicators.
They are best as sales representatives or HR managers. Anxious Extroverts - Ideal for high-paced working environments. They are most likely to work as sales managers, works managers, and editors. Stable Introverts - Perfect for long-lasting, close-knit teams. Their usual occupations are administrators, solicitors, government officials, and corporate planners. Anxious Introverts - They excel at individual jobs that require self-direction and self-sustaining persistence.
These are extremely creative people, research scientists, and specialists on long-term assignments.Each group was divided into a number of teams.These newly formed ’pure’ teams brought out extremes in behavior and effects. Results showed that purely extroverted teams had a higher rate of success than purely introverted ones. On the other hand, there were differences in results as each group had strengths and weaknesses:. Stable Extrovert teams - These teams work well together, enjoy group work, have a versatile approach, and use resources well. However, they are inclined to be euphoric and lazy. They had achieved good results overall, but are dependent on one another. Anxious Extrovert teams - They are dynamic and entrepreneurial, good at seizing opportunities, and prone to the healthy disagreements.
On the other hand they are easily distracted and can quickly stray off topic. They had excellent results in rapidly changing situations, but were utterly unreliable at other times. Stable Introvert teams - Excellent planning and strong organization are their strong suits. However, they tend to be slow-moving and often neglect new factors in a situation. When it comes to results, team members didn’t really care whether they were good or bad.
Anxious Introvert teams - These teams are capable of good ideas, but have a tendency to get preoccupied and often lack team cohesion. Naturally, their results were poor.In some cases, different teams of the same group achieved different results. After closer analysis, Belbin determined that every ‘pure’ team that achieved a noticeable result had one thing in common: one of the members has taken the role of an Implementer. Implementers were not simply team members who only did or arranged things (most work involves both). In behavioral terms, they were people who essentially worked for the company, rather than in pursuit of self-interest, and did so in a practical and realistic way. They could identify with the organization and would accept and look for goals in work that fell in line with its ideals and aspirations.
There was never any question that jobs would not be done because they did not feel like it or it did not interest them. Belbin,These Implementers were:. Disciplined individuals who got work done swiftly and systematically;. Tough-minded, practical, trusting, and tolerant towards others;. Conscientious and aware of external obligations;. Respectful of existing conditions and ways of looking at things;.
With a well-developed sense of self-image and a high degree of internal control.Belbin figured out that he finally found the secret sauce for the perfect worker. Therefore, the next logical experiment was to create a team made entirely out of Implementers.Just like with the Apollo team, expectations were high. And just like with the Apollo team, these teams of ‘perfect workers’ turned out to be a disappointment. According to the findings, they produced average results at best. Implementers were well organised and diligent, but lacked any real ideas. They were strongly committed to anything they set in motion, but were disturbed if plans changed. Simply put - they worked well but failed to get good results.
Final WordsJust like in the matter, Dr. Belbin proved that closely knit teams of compatible members will get you much further than the group of highly intelligent but stubborn individuals. So, when making a team, take your time with the, and choose your team members carefully - because in the end, they will be the ones who bring you success or failure.To find out your Belbin role, visit the and apply for an official test. You can also take this.
Teams can become unbalanced if all team members assume similar roles within the team. If team members share the same kind of weaknesses, those weaknesses tend to be magnified and reflected in the team as a whole. Likewise, if team members have the same strengths, they may instinctively compete for the tasks and responsibilities that suit their personality styles.Our help team leaders and team development practitioners create more balanced teams. By understanding how the nine Belbin Team Roles “fit together”, team leaders can build successful teams that cooperate rather than compete.The consist of:. Shaper (SH). Implementer (IMP).
Complete-Finisher (CF). Coordinator (CO). Team Worker (TW). Resource Investigator (RI). Plant (PL).
Monitor-Evaluator (ME). Specialist (SP).
Shaper (SH)Shapers are people who drive the team forward, ensuring that they meet deadlines are achieve objectives. Shapers are dynamic and competitive people who seek to challenge their team mates and look for different ways to overcome obstacles. Extroverted and passionate, the Shaper’s pioneering and courageous attitude ensures the team keeps moving and does not lose focus or momentum.Strengths: Dynamic, driven, courageous, competitive, and thrive under pressure.
They have the drive and courage to meet challenges head-on.Allowable weaknesses: Can be susceptible to provocation and have trouble working with less ambitious people. May sometimes offend people and hurt their feelings. Implementer (IMP)Implementers are people who get things done. Of the nine Belbin Team Roles, Implementers are the ones most likely to turn ideas and concepts into practical actions. Conservative by nature, Implementers are disciplined and task-oriented people who excel in creating and implementing business strategies.Strengths: Practical and dependable.
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Implementers turn ideas into actions and organise the workload to ensure that the team completes tasks quickly and efficiently.Allowable weaknesses: Often stuuborn and averse to adopting new ideas and working practices. Complete-Finisher (CF)Completer-Finishers are people who ensure that the team completes projects to the highest standards. Conscientious and with an eye for detail, Complete-Finishers pay attention to the smallest details in their quest for perfection. Of all the types of team roles, Complete-Finishers are the most concerned with meeting deadlines. Work colleagues often describe Complete-Finishers as perfectionists who are orderly and conscientious, but are also hesitant to delegate.Strengths:Perfectionists who are orderly, conscientious and observant. Complete-Finishers work to an exceptional standard and expect their team mates to do the same.Allowable weaknesses: Inclined to worry unduly.
Reluctant to delegate. Coordinator (CO)Coordinators assume the traditional team-leader role and focus on the team’s objectives.
Coordinators take it upon themselves to guide and manage the team. They delegate where necessary and encourage people to contribute to the team. People who assume the Coordinator role take an interest in their colleagues and can recognise the value that each person brings to the table. They are calm, confident and good-natured, and they know how to help people achieve their full potential.Strengths: Calm, tolerant and natural leaders. Coordinators have a positive attitude towards work and are always looking for ways to get the most out of their team mates.Allowable weaknesses: Coordinators may delegate too much personal responsibility, and their colleagues may view them as being manipulative. Team Worker (TW)Team Workers are helpful, accommodating and keen to ensure that people within the team work well together.
It is also the most diplomatic and sensitive of the nine Belbin Team Roles. They often assume the role of negotiators within a team. Team Workers try to avoid conflict and prioritise team cohesion over their own performance. Their caring and understanding nature means that Team Works are often popular with other members of the team.Strengths:Diplomatic, empathetic, cooperative and perceptive. Good listeners who aim to avert friction and conflict within a team.Allowable weaknesses: Have a tendency to be indecisive in pressure situations.
Avoids confrontation. Often maintains neutral positions during discussions and decision-making. Resource Investigator (RI)Resource Investigators are innovative and curious by nature. They are always looking for different ways in which to work.
People who fill the Resource Investigator role seek to explore different options, nurture relationships and negotiate on behalf of the team. They are enthusiastic and outgoing people who are happy to work with external stakeholders. Resource Investigators are adventurous and extroverted people, which often leads people to be receptive to them and their ideas.Strengths: Outgoing and enthusiastic. Keen to explore different ways of working. Proficient at building and developing contacts.Allowable weaknesses: Resource Investigators can lose interest quickly and are often over-optimistic. Plant (PL)The Plant is the creative innovator of the nine Belbin Team Roles.
They often come up with different ideas and approaches and are proficient at solving problems in unconventional ways. When given the time to think about solving difficult problems, Plants will often discover surprising and innovative ways to overcome obstacles. Because their ideas are often so unconventional, Plants can be impractical. They are also poor communicators and prefer to work apart from the team.Strengths: Creative, imaginative, free-thinking people able to solve complex and challenging problems.Allowable weaknesses: Plants find it difficult to handle criticism.
They are introverted, impractical and often preoccupied with their own tasks to communicate effectively. Plants can be also difficult people to work with. Monitor-Evaluator (ME)Monitor-Evaluators bring a strategic aspect to the team and are at their best when testing ideas that other people come up with. They have the ability to make impartial judgements and can weigh up the pros and cons of a decision in a practical manner. Monitor-Evaluators think critically about themselves and those around them. People often view Monitor-Evaluators as being detached or unemotional. Monitor-Evaluators are usually poor motivators and tend to react to events rather than instigating them.Strengths: Strategic and analytical.
Monitor-Evaluators have a logical eye and are well-equipped to make unbiased decisions.Allowable weaknesses: Maintain intellectual reasoning for too long and can be overly critical, impassive and distant. Specialist (SP)Specialists bring to the team a high level of expertise in a particular field. They pride themselves on their skills, knowledge and abilities, and they strive to maintain their professional status.
Specialists are the experts in the team, and their job is often to provide technical support to team mates and clients.Strengths: An immeasurable source of knowledge in their field. Dedicated and highly professional, Specialists are the “experts” of the 9 Belbin Team Roles.Allowable weaknesses: Dwell on the technicalities. Specialists often limit their contributions to their area of expertise, and they often lack the social interaction skills of many of their colleagues.
Each of the nine Belbin Team Roles plays an important role in the success of a team. However, you do not need nine team members to take advantage of all types of team roles. Most people are perfectly capable of assuming two or three different Belbin Team Roles. Each Team Role has its own strengths and weaknesses, and each Team Role is equally important for developing high performance teams.The team need not utilise all Belbin Team Roles at the same time. There may be times when the team does not require several of the roles; likewise, there will be other times when the group requires a full complement of Belbin Team Roles to achieve its objectives. By analysing team objectives, team leaders can make informed decisions about which roles the team needs to call upon, and when.The first step in the process is for team members to complete our.
Our Belbin Individual Report will help pin-point individual Team Role strengths (and weaknesses) to communicate and share with the rest of the team.The system provides individuals with a greater understanding of their strengths and weaknesses. It also enables more effective communication between colleagues and managers. Empowers team leaders to assemble high performance teams and improve existing ones, and gives people the platform to make a valuable and telling contribution to the team.