Belbin Team Roles Theory for Personal Development and Team Creation

This report delves into the application of Meredith Belbin's team roles theory for personal development and team creation. It begins by contrasting leadership and management, highlighting the importance of both in building successful teams. The report explores the key aspects of team development, emphasizing the significance of communication, feedback, and discipline management. It then provides a detailed overview of Belbin's theory, including the nine team roles categorized into action-oriented, people-oriented, and thought-oriented roles. Each role is described with its associated strengths, weaknesses, and behavioral characteristics. The report also discusses the creation of balanced teams, emphasizing how understanding individual roles can enhance team performance and mitigate potential conflicts. The report offers insights into how to build effective teams, improve leadership skills, and promote personal development within a team setting.

Personal Development and Team Creation Assessment1
Personal Development and Team Creation Assessment
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USING THE BELBIN TEAM ROLES THEORY FOR PERSONAL DEVELOPMENT AND
TEAM CREATION ASSESSMENT
Introduction
Background
A famous researcher, Bennis Warren once said that leadership is all about doing right things
while management is about doing right things (Belbin, 2017). From Warren’s point of view, we
can say that a leader is one who is able to create a vision that is compelling both for the present
and the future. He or she would then communicate that vision in a way that the subjects would
easily comprehend and commit to the same. On the contrary, managers are those who are
responsible for ensuring that such a vision is efficiently implemented and success follows (Bass,
2015).
It is, however, worth noting that leadership and management roles overlap, and that for either of
the two to be fully functional, roles allocated for the two needs to be fulfilled. To the best of such
outcomes, our Belbin report will consider particular responsibilities and skills that leaders and
managers would use in the creation of perfect teams and for personal development (Belbin,
2017).
Problem Statement
The art of being a manager or the skill of pulling together a new team is a challenge. The ability
to manage properly a team starts from choosing the right group of individuals to deciding who
does what, how communication ought to be, as well as motivation and development of group
members. The same also covers some of the most dreadful mistakes that need to be avoided in

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personal development. To start with, it is vital to understand the difference between leadership
and management (Brikend, 2011).
Owing to that fact, this report paper, using the Belbin team roles theory, will assess the existing
personal assessment and team creation outcomes within a self-perception context. However, to
gain a broader knowledge on how the theory comes into play; the report will also highlight some
of the key features of proper team management (Brown, Trevino and Harrison, 2015).
Team Development
Every team is composed of individuals with different abilities and outlooks. Such individuals are
also in different career stages. While some may consider opting for support because the tasks
allocated to them are challenging, others may have the experience to handle whatever task is
delegated to them. However, no matter the case, teams represent opportunities through which
individuals may stretch the skills they possess. to stretch their skills. The skills of management
will be the determinant of a team’s success. A manager that helps people become better at what
they do is one that every worker will admirer working with thereby leading to the overall success
of an organization (Bass, 2015).
Regularly providing feedback is one of the ways through which an individual can develop a
team. There are those who become nervous when it comes to giving negative feedback. It should
not matter; when an individual gives and receives feedback in a regular basis, the performance of
a team is bound to improve greatly. The giving and receiving of feedback will depend on
communication skills. To ensure organizational success, communication skills are very
important. Within an organization (and in line with the subject matter), there are two categories
of communication. One is communicating with individuals outside one’s team while the other is

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communicating with members of one’s team. Each of the two categories is important
(MindTools, 2017).
a) In-team communication
A manager will be chairing off-meetings and sessions in which are likely to be unproductive.
One should thus, learn to chair such meetings in a way that bear fruit. The skill of running
effective meetings is very important in such occasions. Such skills would include coming up
with creative ideas. The other important skill is active listening (Bass, 2015). One should avoid
assumptions that he or she already knows what another person is going to say; particularly for a
manager. An active listener makes a good manager. Such is because the manager that listens has
a greater chance of easily detecting problems, dealing with the same and avoiding
misunderstandings that would otherwise be costly for the team. Otherwise, trust is built within
the team as a result of understanding (MindTools, 2017).
b) Outside the team communication
In an organization, the most important type of communication is one that takes place between the
employee and his or her boss. It is therefore, important that employees determine what their
bosses would require of both their teams and them. Knowing what managers would prefer or
even what they like would easily lead to meeting their approval. Employees should thus, request
their seniors to mentor or coach them as a way of learning through them. An employee who
approaches the boss with matters should ensure that he or she thinks things through before
deciding t seek the opinion of their bosses (Brikend, 2011). Introducing a subject should involve
addition of a summary of what one is thinking while saying why he or she requires assistance.
Through such means of expression, a manager will determine how to protect its team from

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unreasonable pressure. The skills of win-win negotiations and assertiveness are important in
negotiating additional resources or turning away a given activity. A manager should also be in a
position of handling the manner in which his or her team mingles with other teams. Using
stakeholder analysis, it would be easy to identify such groups that be dealt with. Conversations
with such groups should then be held to determine what they need and how they can help one’s
team (MindTools, 2017).
Discipline Management
While in the position of management, one will always have to deal with issues relating to
discipline. Such matters are likely to be different from basic feedback since it needs not to relate
to the work of employees. A manager is likely to give feedback regarding phone etiquette, for
instance, whereas handling issues relating to personal grooming and time keeping are likely to
take an approach that is very different. Breaching the laws of the company or even policies can
be identified easily and dealt with (MindTools, 2017).
Belbin’s Theory of Team Creation and Personal Development
For a team that is performing at its best, it is most likely that its members are working under
clear responsibilities. Perform any role that requires achieving by the team will thus, thoroughly.
However, apart from clear responsibilities and roles, there are teams that will still fall short of
their full potentials. There are several reasons as to why teams do not achieve their full potentials
(Brown, Trevino and Harrison, 2015). One is when teams do not complete what they are
expected to be doing; or when the team is not that flexible thereby making things fall between
the cracks. Another reason is whereby the most expected input of a particular individual fails and
team members become frustrated. To avoid such outcomes, one famous doctor, Meredith Belbin,

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closely identified and studies teamwork for several years. During his time of study, he came up
with the notion that individuals within teams assume several roles within the teams. According to
the doctor, team role is likelihood to contribute, behave, and interrelate with others in a given
manner; such led belbin’s nine team roles for success determination (Belbin, 2017).
Creation of Balanced Teams
According to the suggestions of Belbin, understanding one’s role within a given team leads to the
development of individual strengths as well as management of weaknesses as a member of the
team. A member will therefore, improve his or her contribution to the team. Team development
practitioners use this Belbin model to develop teams that are more balanced (Brown, Trevino and
Harrison, 2015). In case a team is composed of members that have a similar behavioral style, the
team is likely to be unbalanced. For instance, in case all members of a particular team have the
same kind of weakness, the whole team is most probably going to have the same kind of
weakness. In addition, for a team with members who have the same teamwork strengths,
competition for responsibilities and tasks is likely to arise instead of cooperation. Such situations
would easily be avoided with the model. Such would be done by ensuring that particular team
roles are covered as well as the fact that possible weaknesses or behavioral tensions between
members of the team are addressed (Belbin, 2017).
Understanding Belbin's Model
There are nine team roles that are categorized into three particular groups. Such groups are
People Oriented, Action Oriented, and Thought Oriented. Every role is associated with
interpersonal strengths and typical behavioral characteristics. For the same, there are set
weaknesses that are associated with each team role. Such weaknesses are known as "allowable"

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weaknesses. Such areas are in need of weariness and potential improvement required (Brown,
Trevino and Harrison, 2015).
a) Action Oriented Roles
Shaper (SH) – these are individuals with the ability to challenge team improvement. Such
individuals are also considered as extroverts yet dynamic in nature. They enjoy having others
stimulated and norms questioned. This is an individual that take things up and ensures that
possibilities are all considered thereby ensuring that the team does not become complacent. To
such a person, the availability of obstacles is a challenge that is exciting and thus, develops the
courage to forge ahead when others would feel like quitting (Belbin, 2017).
Implementer (IMP) – This person has the skill of having things done. He or she has the ability
to transform plans and concepts into practical actions. The person is also disciplined,
conservative, and work efficiently as well as systematically (in a manner that portray proper
organization). In most cases, these individuals can be counted on to have jobs properly done.
Otherwise, they are rather inflexible and difficult to change (MindTools, 2017).
Completer-Finisher (CF) – such individuals ensure that projects are thoroughly completed.
According to them, there are no errors as well as omissions since they pay a lot of attention to the
tiniest of details. The individuals are also concerned with meeting deadlines and pushing the
team to ensure that jobs are rather completed in time. In other words, such individuals are
considered as perfectionists, orderly, anxious, and conscientious. On the contrary, such
individuals are likely to worry unnecessarily thus finding delegation a difficult task (Brown,
Trevino and Harrison, 2015).
b) People Oriented Roles

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Coordinator (CO) – these individuals perform the team leader role thus, they are also known as
chairpersons. They function as the team guides to group objectives. Such individuals are also
considered as excellent listeners as well as being able to naturally recognize every team
member’s value. Mostly, they are good-natured and calm and through them, tasks are effectively
delegated. However, these people are likely to be manipulative and delegate very personal
responsibilities (Belbin, 2017).
Team Worker (TW) – A team worker offers support and ensures that individuals within the
team are working effectively together. Such an individual is also a negotiator, flexible, has
perception, as well as diplomatic. The individual is popular and capable of performance in his or
her own right. On the contrary, the individual may be indecisive as well as uncommitted
positions and decision-making (Brikend, 2011).
Resource Investigator (RI) – the individual is curious yet innovative. He or she develops
contacts, explore options, and negotiate resources for the team. He or she is also enthusiastic and
work alongside external stakeholders for the team to meet its objectives. The individual is an
extrovert and are receptive to external ideas and concepts. However, the individual quickly loses
enthusiasm as well as being overly optimistic (MindTools, 2017).
c) Thought Oriented Roles
Plant (PL) – This individual is considered as a creator and an innovator. He or she comes up
with new ideas and concepts and are associated with thriving on being praised. However, they
hate criticism and are introverted. They would rather work alone. They have ideas that are rather
novel and thus, may be a little bit more impractical. Such individuals are also poor
communicators and thus, avoid constraints and parameters (Brikend, 2011).

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Monitor-Evaluator (ME) – These individuals are good at having ideas evaluated and analyzed.
They do not necessarily have to come up with ideas but they carefully have the cons and pros of
ideas weighed before making their own decisions. They are also critical thinkers as well as
strategic, unemotional, and detached. In addition, they are poor motivators and react to events
instead of having them instigated (Belbin, 2017).
Specialist (SP) – They have the necessary knowledge to have things performed. Their pride is
the skills they posses as they work to have their professional status maintained. They have the
main duty in the group to be the expert in their areas of profession and thus, they have
themselves fully committed to their areas of expertise. On the contrary, such line of work have
their contributions limited in the sense that they are preoccupied with technicalities instead of the
broader picture (Belbin, 2017).
Project Analysis
a) Belbin Report (Self-Assessment)

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Figure 1: Belbin graph of my team roles in order of preference.
The results prove that I am likely to work best in an environment that is well structured and not
subjected to changes. I prefer to act instead of contemplating ideas and thus, I can adapt with
others. I can also be relied on to perform whatever I required of me. If I am put in a static work
environment, I can familiarize with activities fast enough. I cherish well-structuredness and thus,
I will always work with precision to achieve maximum productivity (Brikend, 2011).
i) How the profiling affect my team work ability
The results indicate that I am incapable of generating or exploring new ideas. I also tend to allow
feelings to cloud judgment. Another position of weakness is my inability to spend quality time
on trying to solve strategic problems. Such is caused by my lack of interest in in-depth analysis
of subjects as well as my incapability to weigh evidences (Belbin, 2017).
b) Identified Strengths and Weaknesses Based on the Test Findings

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Figure 2: Belbin chart of my team roles in order of preference.
i) Most Preferred Roles
Based on the result of the Belbin test, I am best considered as an implementer, a shaper, a team
worker, and a completer-finisher. As a shaper, I have the ability to challenge team improvement.
However, I may be an extrovert yet dynamic in nature. As an implementer, I am charged with
ensuring that all possibilities are considered thereby ensuring that my team does not become
complacent. According to my capabilities, the availability of obstacles is a challenge that is
exciting and thus, develops my courage to forge ahead when others would feel like quitting
(Brown, Trevino and Harrison, 2015).
As a team worker, however, I have the ability offer support and ensure that individuals within
my team are working effectively together. I am also a negotiator, I am flexible, I have

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perception, and also diplomatic. Such qualities make me gain popularity which in turn, makes
me capable of performing in my own right. On the contrary, I may be indecisive as well as
uncommitted to any position given to me in the team.
Finally yet importantly, as a completer-finisher, I am best able to ensure that projects are
thoroughly completed. There is no room for me to make errors or have anything omitted because
I have a lot of attention paid on detailing. I am also best concerned with meeting deadlines and
pushing the team to ensure that jobs is rather completed in time. In other words, I am literally
considered as a perfectionist, orderly, anxious, or conscientious. On the contrary, I am likely to
worry unnecessarily thus finding delegation a difficult task (Belbin, 2017).
ii) Manageable Roles
Apart from the above-mentioned (preferred) roles, I can manage being a coordinator and a
resource investigator. As a coordinator, I can manage performing the team leadership role or in
other words, be known as a chairperson. I can function as the team guides to group objectives
and be considered as an excellent listener. I also have the capability to naturally recognize every
team member’s value. The attributes that I am associated with include being good-natured and
calm (Bass, 2015).
On the contrary, as a resource investigator, I can manage being innovative enough. The work
requires being able to develop contacts, explore options, and negotiate resources for the team.
The position also comes alongside being enthusiastic and working alongside external
stakeholders for the team to meet its objectives. However, most of the time, my teammates refer
to me as being an extrovert and receptive to external ideas. At times, I would quickly loses
enthusiasm or become overly optimistic (Belbin, 2017).

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iii) Least Preferred Roles
Last but not least, the test shows that I would least makes being a plant, monitor-evaluator, or a
specialist. Such is due to the fact that I lack the necessary skills to have things performed. I am
not proud as well. In this case, pride is the skills possessed while working to have one’s
professional status maintained. I also lack the ability to be considered an expert in my area of
profession and thus, cannot be committed fully to the areas of expertise. As mentioned before,
such line of work will have my contributions limited in the sense that I become preoccupied with
technicalities instead of the broader picture (MindTools, 2017).
As a monitor-evaluator, I lack the ability to have ideas evaluated and analyzed. In as much as
this role does not require me to necessarily come up with ideas, I am still incapable of carefully
weighing the cons and pros of ideas before making personal decisions. I also lack the attributes
of being a critical thinkers as well as being strategic, unemotional, and detached. Such is because
I am good at motivating others and don’t react swiftly to events (Brikend, 2011).
Ultimately, as a plant, I lack the skills of innovation and creation. There is little chance that I can
come up with new ideas and concepts. In addition, I lack the attribute of thriving on being
praised. Notably, I would never consider myself as not being an introvert as well as being able to
take criticism positively. As mentioned before, individuals who take this role have ideas that are
rather novel and thus, may be a little bit more impractical which are not part of my attributes.
Such individuals are also poor communicators and thus, avoid constraints and parameters
(Belbin, 2017).
Recommendation

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Based on the result of the Belbin test, I have to improve on skills related to being an implementer
as well as a team worker. More time should be allocated on offering support and ensures that
individuals within my team are working effectively together. To do so, I must improve on my
skills of negotiation, be more flexible, and improve on perception, as well as diplomacy. On the
contrary, I should work on my indecisiveness as well as my incapability to be committed to
positions and decision-making. As an implementer, I should improve on my ability to transform
plans and concepts into practical actions. Other areas where I also need to improve include
discipline, conservativeness, and working efficiently (MindTools, 2017).

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Reference
Bass B. (2015) From Transactional to Transformational Leadership: Learning to Share the
Vision, Organizational Dynamics, London.
Brikend A. (2011) Management Research and Practice. Research Centre in Public
Administration and Public Services, Romania.
Brown, M.E., Trevino, L.K. & Harrison, D.A. (2015) Ethical leadership: A Social Learning
Perspective for Construct Development and Testing, Organizational Behavior and Human
Decision Processes, New York.
Belbin. (2017) The Nine Belbin Team Roles ONLINE] The Guardian. Available at:
https://www.belbin.com/about/belbin-team-roles/ [Accessed 29 July 2018].
MindTools. (2017) Team Management Skills: The Core Skills Needed to Manage Your Team.
[ONLINE] Available at: https://www.mindtools.com/pages/article/newTMM_92.htm
[Accessed 29 July 2018].