Good Morning You will need your Belbin Reports for this session 1.

Team Acceleration™

& Belbin Team Roles

Haas School of Business

Evening & Weekend MBA Program

Mid-Program Academic RetreatJanuary 14th , 2012

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Background

Anton McBurnie

Anton brings to 3Circle Partners over 25 years of hands-on experience successfully growing, managing and turning around companies all over the world

• As a strong communicator and co-author of “The Third Circle – Interactions That Drive Results”, Anton leverages his deep personal experience and general management skills to the benefit of our clients.

• His previous positions include President of the Canadian affiliate of Estée Lauder Cosmetics, a Fortune 500 corporation; President of Sparks.com, an Internet start-up, and COO of Premier Salons International, a 1500 unit retail chain of beauty salons. He also held a number of general management roles for L'Oréal in Japan, Hong Kong, and France as well as for Procter & Gamble in the UK.

• Anton earned his MBA in International Business & Marketing from the London Business School and his BSc in Zoology & Psychology from the University of Exeter, England.

Anton McBurnieSan Francisco Bay Area, California

[email protected](650) 533-5946

“Take Belbin to Work”

Special Offer for all EWMBA students:

• Select a team in your workplace (maximum 10 people)• Free Individual Belbin Profile for each member• Complimentary 1.5hr session to take team through profiles and Team Map

Email [email protected]

An Integrated Approach….

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The 3 Circles vs. Bias for Action

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Execution

Interaction •Implicit Assumption of Alignment on Goals•Let’s get on with it!

Strategy•Strategic Thinking & Business Strategies?

•We want to WIN!

•Opinions not Data•Conflict avoidance - Voting•Assumptions not verified•Compliance not Commitment

What are the Problems ?

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Participation Rates – example based on actual data

What are the Problems ?

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- Team Consensus

- Boss Decides

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A TEAM’S PERFORMANCE IS MEASURED BY THE QUALITY OF THE DECISIONS IT MAKES

Team Evolution

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FORMING•Politeness•Uncertainty about

others•Cover up weaknesses•Lack of shared

understanding

STORMING•Frustration•Open conflict, but

unresolved•Team becomes

inward-looking•Actual self-images

begin to emerge

NORMING•Task-focused•Conflicts getting

resolved•Systems, rules &

procedures•Feedback occurs

PERFORMING•Tolerance & respect

within team•Embrace & productive

use of conflict•Principle-based, with

flexibility•Maximum

effectiveness

performance

time

Accelerate Performance

Tuckman’s Stage Model

The Critical Elements

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In addition to EXPERIENCE & DATA, Rapid, Quality Decisions require:

1. The right BALANCE of people

2. An effective PROCESS

3. The appropriate INTERACTION from the people involved

DECISIONS

1 on 1

1 on Some

1 on All

3

2

1

Objectives

• Better, Faster Decision-Making Through Collaboration

– Use your personal Team Role Portfolio to understand and play to your strengths

– Use the Team Map to optimize the contribution of ALL members of the team

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1. Belbin Team Role ProfilesWhat do you bring to the team?

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High Performance Teams & Team Roles

The formation of effective teams is more by good fortune than good judgment….it doesn’t have to be that way! – Rapid, high quality team performance is not an accident.

It requires discipline & effective interaction skills:• Balanced, diverse team• Effective process• Relevant experience

– Team Role Profiles – a scientifically proven, rapid way to predict team effectiveness:

• Design effective teams• Diagnose existing teams

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Belbin Team Roles

• Dr. Meredith Belbin from Cambridge University discovered over 20 years of research into team effectiveness:– The skill or individual excellence of the team

members was not a predictor of a team’s results.

– It was the way that the individual members behaved that contributed to or detracted from the team’s effectiveness.

– He identified nine predictable behavior patterns or “team roles.”

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• He demonstrated that with a careful balance of technical skills and the optimal behavior patterns, we can select teams with a higher degree of predictable success.

Predicting Team Performance

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Predicted Order of

Finish

Actual Order of Finish

1 1

2 3

3 2

4 4

5 5

A typical example of Belbin’s ability to predict the order of finish of teams in the Henley Management Simulations.

Predicted

Actual

5

5

4

4

3

3

2 1

2

1

X

X

X

X

X

The red x's on the graph represent the different teams participating in the simulation.

Red x’s on the diagonal line represent where Belbin's predictions and the team's performance matched exactly.

BelbinTeam Roles

What is a Team Role?• A tendency to behave, contribute, and interrelate

with others in a particular way when working in a team

• (Vs. A Functional Role which refers to the job demands that a person has been engaged to meet by supplying the requisite technical skills and operational knowledge)

• Nine Roles Identified• The team roles for most people fall into three categories:

• Natural or Preferred roles• Manageable roles they can assume • Least Preferred roles

• As individuals differ greatly in personality & behavior so too will their team role profiles vary.

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Factors Determining Individual Behavior in a Team

• Observed behavior can be misleading – Beware first impressions!

• Tendency to over-rate Extroverts & under-rate Introverts

• Instability between the factors can create inner-conflict, Team Roles unclear – conflict needs to be consciously resolved

• Absence of conflicting factors leads to simple, uncomplicated behavior – Team Roles easy to see

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Set of Observable Behaviors

4.Environment

&Constraints

3.Current Values

& Motivations

2.Mental Abilities

1. Personality

6.Role

Learning

5.Experience

The Complexity of Team Interaction

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1 2 3 4 5 61 2 3 4 5 61 2 3 4 5 6

1 2 3 4 5 61 2 3 4 5 61 2 3 4 5 6

1 2 3 4 5 6

?

?

?

???

??

The Nine Team Roles

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Actio

n

SHShaper

IMPImplementer

CFCompleter Finisher

Thin

king

PLPlant

MEMonitor Evaluator

SPSpecialist

Peop

le

TWTeam Worker

RIResource Investigator

COCoordinator

Hard Driving, Influencer, DynamicChallenges, Puts on the PressureOrganizing, Disciplined, ReliableTurns ideas into practical actionsMeticulous, Conscientious, On timeSearches out errors and omissions

Diplomatic, Cooperative, Perceptive Listens, Averts frictionOutgoing, Enthusiastic, NetworkerRecognizes OpportunitiesMotivator, Orchestrator, Facilitator Clarifies goals & decision-making.

Creative, Original, UnorthodoxSolves difficult problems Objective, Strategic, DiscerningJudges all optionsDeep Knowledge, Single-minded, Self-starting

Team Role Contribution

Absent-mindedIgnores details

Uninspiring, Critical

Limited contribution

Abrasive, InsensitiveEasily provokedInflexibleReluctant to changeWorrier, Nit-PicksReluctant to delegate

Indecisive, Avoids ConflictOver-optimisticEasily BoredManipulativeOver-delegates

Allowable Weakness

Team Roles Key Concepts – Individual

• Be aware of and manage your Allowable Weaknesses:– This is the price to be paid for being good in your preferred

roles, e.g., a strong Shaper is going to hurt some peoples feelings as they forge ahead

– Ensure that Allowable Weakness does not become “Disallowable”:

• Lose a Plant’s attention during a meeting because they are dreaming up a creative solution = OK

• Plant forgets to come to meeting because they are thinking about something else = NOT OK!

• Focus on what you do best:– Understand and excel in your natural, preferred roles &

manage, rather than struggle to be good at your least-preferred roles

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Individual Belbin Profiles

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REPORTS

Assessment Results in Rank Order

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In the example above the Observers see the candidate (David) as making a very strong Coordinator or Resource Investigator contribution.

The overall rank order on the bottom line is the weighted addition of the Self-Perception rank order and the total of the Observers’ rank order.

(Note: Observers names can be shown or remain anonymous: Observer 1, 2 etc.)

What are my Top Roles ?

Pie Charts Self-Perception vs Observers

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In this example, many of David's perceived roles are in general accord with the perceptions of others.

However, there are disconnects in the RI and SH roles, shown by large differences between self perception and observer scores at the bottom.

Differences of 8 or more

Am I coherent ?

Self-Perception Team Role Profile

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•In this example, the candidate (David) would PREFER to play the roles of Team Worker (TW), Resource Investigator (RI), Coordinator (CO) or Plant (PL),

•Can MANAGE the roles of Monitor Evaluator (ME) and Specialist (SP) and

•LEAST PREFERS the roles of Shaper (SH), Implementer (IMP) and Completer Finisher (CF).

Bar Graph of Observer Words

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In the example above David's most prominent role, as seen by others is COORDINATOR (CO).

The role at the bottom of the graph, SPECIALIST (SP), is David's weakest role as perceived by others.

Are these weaknesses allowable ?

Counseling Report

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•Generated by the Belbin software – this report is based on the top two and bottom team roles from Overall Ranking line of the first report: Assessment Results in Rank Order

•It offers advice on adopting a management style which fits in with the individual’s team role strengths and weaknesses:

•It also makes an interactive comparison of the top role from David's Self-Perception Inventory compared to where this is seen by the Observers.

List of Observer Responses

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This list shows at the top David’s main strengths, e.g. broad in outlook, diplomatic, calm & confident.

David should try to work with people who will cover what he lacks and who will most appreciate his strengths.

Most appreciated behavioral characteristics.

Maximum score = No. of Observers x 2

A score of 0 means no Observers felt these behaviors were descriptive

END of PART 1

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Next Steps

1. In next few days you will receive an email with these overheads

2. A pdf version of the Belbin Workbook:• Pt 1: Adjusting to the reality of you - Improving

your Belbin coherence• Pt 2: Improving Strengths & Managing

Weaknesses

3. Belbin Word Analysis spreadsheet

4. Email [email protected] for questions on your individual profile

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BELBIN WORDS ANALYSIS

THINKING ACTION PEOPLE

PLANT   SHAPER   COORDINATOR  

Clever 6 Forgetful 2 Challenging 1 Aggressive   Broad in outlook 6 Empire-building  

Creative 4 Unorthodox 1 Competitive   Impatient 1 Calm and confident 7 Laid back 1

Imaginative 4 Up-in-the-clouds   Hard-driving   Provocative  Conscious of priorities 4 Manipulative 1

Innovative 3     Outspoken 1     Consultative 8    

Original       Tough      Encouraging of others 7    

17 3 2 1 32 2

MONITOR EVALUATOR   IMPLEMENTER   TEAM WORKER  

Analytical 4 Critical 1 Disciplined 3 Inflexible   Adaptable 5 Fearful of conflict  

Impartial 1 Skeptical 2 Efficient   Resistant to change   Caring 7 Indecisive 1

Logical 4 Slow-moving 1 Loyal 5 Unadventurous   Co-Operative 2 Over-sensitive 2

Realistic 2     Practical 1     Diplomatic 6    

Shrewd 1     Well-organized 1     Observant 6    

12 4 10 0 26 3

SPECIALIST   COMPLETER FINISHER   RESOURCE INVESTIGATOR  

Knowledgeable 7 Insular   Accurate 1 Frightened of failure   Enterprising 4 Easily bored 1

Prof. dedicated 5Not Interested in others   Conscientious 3 Fussy   Inquisitive 5 Erratic 1

Self-reliant   Territorial 1Good at follow through 1

Reluctant to delegate   Opportunistic 2 Impulsive 2

Single-minded       Perfectionist 2     Outgoing 3    

Technically skillful       Persistent 2     Persuasive 5    

12 1 9 0 19 4

Colour codes: Need to address  

Use others  

Good progress since last Belbin  

Globe & Mail Belbin Study on US Election

President Obama’s Results

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The Path of Change

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Awareness of Awareness of OthersOthers

Team Awareness Team Awareness & Effectiveness& Effectiveness

Organization Organization Awareness & Awareness &

ChangeChange

Self-Awareness

Self- Management

Self-Mastery

Successful change must begin at the individual level, but as anyone who tries to change a habit knows - while it may be simple, it is certainly not easy to sustain

Initiatives “imposed” on the organization have a very reduced success rate

Change at the team level typically takes hold more rapidly and lasts longer – this is Team-Focused Change

2. Belbin Team MappingIs Everyone Optimizing Their

Contribution?

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Creating Awareness throughout the Organization

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Awareness of Awareness of OthersOthers

Team Awareness & Team Awareness & EffectivenessEffectiveness

Organization Organization Awareness & Awareness &

ChangeChange

Self-Awareness

Self- Management

Self-Mastery

1. Individual Team Role Reports

PL

ME

SP

SH

CF

IMP

CO

TW

RI

Mike

Susan

Tim

John

Beth

Raj Denise

PL

ME

SP

SH

CF

IMP

CO

TW

RI

Mike

Susan

Tim

John

Beth

Raj Denise

PL

ME

SP

SH

CF

IMP

CO

TW

RI

Mike

Susan

Tim

John

Beth

Raj Denise

1

3

2

8

9

7

7

8

9

1

2

3

7

8

9

1

2

3

7

8

9

1

2

3

7

8

9

1

2

3

7

8

9

1

2

3

7

8

9

1

2

3

7

8

9

1

2

3

7

8

9

1

2

3

7

8

9

1

2

3

7

8

9

1

2

3

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8

9

1

2

3

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8

9

1

2

3

3. Culture Analysis

2. Team Maps & Pairs Analysis

CO / TW

TIME

DIVERGE CONVERGE

CLARIFY

ASSESS

ME

SP(Tech)

START DECISIONPL

RI

IM

CF

SH

Team Roles in Decision Process

Deadline

Team Roles Key Concepts – Team

• Diversity is essential - Need all 9 roles to be most effective long-term– Diversity is a key predictor of actual

results, it provides a framework for constructive conflict

– Does NOT mean a team needs 9 people (4-7 is best)

– Each role should be represented (who plays each role may evolve & change over time)

– Some roles will be more or less important at a given time or for certain tasks

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Team Roles Key Concepts – Team

• Understand the impact of surplus and voids:–Too many Plants – all brainstorming, no action –No Plants – no innovation

–Too many Monitor Evaluators – analysis paralysis

–No Monitor Evaluators – wasted time on poor ideas

–Too many Shapers – CONFLICT & !!***#%!!/–No Shapers – no sense of urgency to get things

done38

CO / TW

TIME

DIVERGE CONVERGE

CLARIFY

ASSESS

ME

SP(Tech)

START DECISIONPL*

RI

IM

CF

SH

Deadline*Surplus of PL

Surplus of Plants

CO / TW

TIME

DIVERGE CONVERGE

CLARIFY

ASSESS

ME*

SP(Tech)

START DECISIONPL

RI

IM

CF

SH

Surplus of Monitor Evaluators

Deadline

*Surplus of ME

Team Roles Key Concepts – Team

• BEWARE OF LABELLING PEOPLE:–Everyone has 3 to 6 roles they prefer or are comfortable with

– They may prefer or need to use different roles in different circumstances

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Team Mapping Exercise – 20mins

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PL

ME

SP

SH

CF

IMP

CO

TW

RI

Mike

Susan

Tim

John

Beth

Raj

Denise

1

3

2

8

9

7

7

8

9

1

2

3

7

8

9

1

2

3

7

8

9

1

2

3

7

8

9

1

2

3

7

8

9

1

2

3

7

8

9

1

2

3

Use 1st report: ASSESSMENT RESULTS IN RANK ORDER

Thinking

Action

People

•SURPLUS >50% have in Top 3 roles•VOID no-one has in Top 3 roles•NATURAL BIAS count no. of Top 3 roles in Thinking/Action/ People categories•ACTION PLAN what will you do differently in the next round?

Team Map – REVIEW example

Team RoleTeam Member

ATeam Member

BTeam Member

CTeam Member

DTeam Member

E

Thinking Roles

PL - Plant

ME Monitor Evaluator

SP - Specialist

Action Roles

SH - Shaper

CF - Completer Finisher

IMP - Implementer

People Roles

CO - Coordinator

TW - Team Worker

RI - Resource Investigator 43

Team Map – REVIEW example

Team RoleTeam Member

ATeam Member

BTeam Member

CTeam Member

DTeam Member

E

Thinking Roles

PL - Plant 9 9 3 3 3ME Monitor

Evaluator3 1 7 1

SP - Specialist 1 8 8Action Roles

SH - Shaper 3 2CF - Completer

Finisher2 8 9 9

IMP - Implementer 1 2 9People Roles

CO - Coordinator 8 7 1 2

TW - Team Worker 7 7 2RI - Resource

Investigator8 7

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Team Map – REVIEW example

Team RoleTeam Member

ATeam Member

BTeam Member

CTeam Member

DTeam Member

E

Thinking Roles

PL - Plant

ME Monitor Evaluator

SP - Specialist

Action Roles

SH - Shaper

CF - Completer Finisher

IMP - Implementer

People Roles

CO - Coordinator

TW - Team Worker

RI - Resource Investigator

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Tools,Takeaways and downloads

46

“Take Belbin to Work”

Special Offer for all EWMBA students:

• Select a team in your workplace (maximum 10 people)• Free Individual Belbin Profile for each member• Complimentary 1.5hr session to take team through profiles and Team Map

Email [email protected]

48

www.3circlepartners.com

49

50

www.3circlepartners.com

Belbin Team Mapping template

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THANK YOU!

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Any questions on Team Acceleration or the Belbin Team Role Profiles?

please email:

[email protected]

54

These training materials, procedures and systems herein contained or depicted are the sole and exclusive property of

3Circle Partners, L.L.C.. (“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 contents hereof are to be returned immediately

upon termination of any relationship or agreement giving user authorization to possess or use such information or materials.

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.

© 2002 by 3Circle Partners, Inc.

Portions of this material are © Belbin & Associates. Used here with permission. All Rights Reserved.

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