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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
Harness the Power of Your Team with Belbin
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 Roles
Allowable 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.
Action
Shaper
Implementer
Completer Finisher
People
Team Worker
Resource Investigator
Coordinator
Thinking
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 Roles
Allowable 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.
Action
Shaper
Implementer
Completer Finisher
People
Team Worker
Resource Investigator
Coordinator
Thinking
Plant
Monitor Evaluator
Specialist
NATURAL
MANAGEABLE
LEAST PREFERRED
70% of people
don’t see themselves accurately
Excerpt from Belbin Team Role Report
Natural Manageable
Least
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!
Harness the Power of Your Team with Belbin
▲ ▲ ▲ ▲
• 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 STUDY
TEAM 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
Harness the Power of Your Team with Belbin
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 October 14
and receive a 40% discount
on up to 10 Belbin Reports.
• Receive a 1-hour personal
coaching session with 25%
discount until October 14.
SPECIAL OFFERS
Two Free eBooks on Amazon
2 days only – October 6 & 7
34
Any questions on High
Performance Teams
and Belbin Team Roles?
Please email me:
Max
info@3circlepartners.com
© 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.
Discover, harness, and accelerate the collaborative
potential of your leaders, teams, and organization

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Harness the Power of Your Team with Belbin

  • 1. Harness the Power of Your Team with Belbin
  • 2. 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
  • 4. used in more than 30 countries
  • 6. 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
  • 7. 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
  • 8. In total, he identified nine types of contributions… nine TEAM ROLES Belbin’s Model
  • 9. Thinking Oriented Action Oriented People Oriented The nine roles are grouped into 3 categories…
  • 10. The Nine Team Roles Allowable 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. Action Shaper Implementer Completer Finisher People Team Worker Resource Investigator Coordinator Thinking Plant Monitor Evaluator Specialist
  • 11. 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
  • 12. The Nine Team Roles Allowable 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. Action Shaper Implementer Completer Finisher People Team Worker Resource Investigator Coordinator Thinking Plant Monitor Evaluator Specialist NATURAL MANAGEABLE LEAST PREFERRED
  • 13. 70% of people don’t see themselves accurately
  • 14. Excerpt from Belbin Team Role Report Natural Manageable Least Preferred
  • 15. CEO of national realty company increases revenues by using Belbin New CEO joins division Learned about Belbin
  • 16. 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!
  • 18. ▲ ▲ ▲
  • 19. • 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 STUDY TEAM MAPPING APPLIED
  • 20. 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
  • 21. 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…
  • 22. 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
  • 23. © 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
  • 24. © 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
  • 25. © 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
  • 26. © 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
  • 27. © 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
  • 28.  Development of innovative copier  A year late to launch  Lots of friction between key teams PROBLEMS
  • 29.  Reduced conflict  Improved collaboration  Acceleration of new product launch  Significantly fewer post-launch problems RESULTS
  • 31. 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?
  • 32. • Contact us by October 14 and receive a 40% discount on up to 10 Belbin Reports. • Receive a 1-hour personal coaching session with 25% discount until October 14. SPECIAL OFFERS
  • 33. Two Free eBooks on Amazon 2 days only – October 6 & 7
  • 34. 34 Any questions on High Performance Teams and Belbin Team Roles? Please email me: Max info@3circlepartners.com
  • 35. © 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. Discover, harness, and accelerate the collaborative potential of your leaders, teams, and organization