Belbin

1 Copyright 2012 Mahindra & Mahindra Ltd. All rights reserved.
BELBIN Team Role Inventory

: A concise insight
BELBIN Team Role Inventory An Introduction
Team Roles
Advantages & Applications
Disadvantages & Limitations
Implementation of B-TRI in MEPC
Conclusions
Overview
BELBIN Team Role Inventory
An Introduction
BELBIN TRI (1993) An Introduction
Devised by Meredith Belbin also known as Belbin Self-Perception Inventory.
Accesses how individual behaves in a team environment.
feedback on behavior from observers & individual's own evaluation.
Analyze Behavioral strengths and weakness in a team to assign TEAM ROLE.
Designed to measure behavioral characteristics of individuals working in team.
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360
Measures Behavior not Personality
BELBIN TRI (1993) An Introduction
Not a psychometric test analyzing Personality.
Personality is one of the factors influencing BEHAVIOUR.
Behavior is prone to changes.
Adopting to changes in influencing factors.
Team role preferences may change over time.
Preferences-Non unique & unlikely to be erratic.
Individual reports have great influence in practice.
Individual may claim to enjoy a particular role which doesnt implies that he can or
should play only this role.

BELBIN TRI (1993)
Methodology
Gauges Individual Behavior while
working in a team
Identify groupings or clusters (Tea Roles)
which characterize an individuals behavioral
contribution to the workplace.
Acknowledging strengths and weaknesses
and cultivating strengths to work efficiently
and productively as a team
History & Chronological
Development
History and Chronological development
Belbin first began studying teams at Henley Management College in the 1970.
Initial Publication of team role behavioral Inventory in 1981 with 8 team roles
In 1993, Belbin published Team Roles at Work, which provided more practical
applications for Team Role theory in the workplace with 9 team roles.
Ever since Belbin associates spreading the Team Role message to individuals
and organizations all over the world.
In1993
Team Roles
Team Roles
Apart from the role of leader, the role of individuals is
significantly important.
Teams can become unbalanced if all team members
have similar styles of behavior or team roles.
Separate clusters of behavior, each of which formed
distinct team contributions or Team Roles.
Each type has a typical behavioural strength and a
characteristic weakness.

Classification of Team roles
Action Oriented Role

People Skills Oriented Role

Cerebral/Intellectual Role

Implementer
Sharper
Completer/Finisher
Coordinator
Team worker
Resource investigator
Plant
Monitor/Evaluator
Specialist
Action
SOCIAL
THINKING
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INTRODUCTION

The first Team Role to be identified
was the Plant. The role was so-called
because one such individual was
planted in each team.

Plants have usually made their mark
as founders of companies or as
originators of new products.

CHARACTERISTICS

Plants are innovators and inventors
and can be highly creative

FUNCTION

The main use of a Plants is to
generate new proposals and to solve
complex problems.

Strength
Creative
Imaginative
Unorthodox
Solves difficult problems

Allowable Weaknesses
Ignores incidentals.
Too pre-occupied to
communicate effectively
Neglects practical matters
Non-Allowable Weaknesses
Strong ownership of idea
when co-operation with others
would yield better results
Looks down on others
SLOGANS
Where theres a problem, theres
a solution.
The greater the problem, the
greater the challenge.
Without continuous innovation,
there is no survival.

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15

INTRODUCTION

CHARACTERISTICS

FUNCTION

Strength

Allowable Weaknesses
Non-Allowable Weaknesses
SLOGANS

16
INTRODUCTION
When the team was at risk of
becoming isolated and inwardly-
focused, Resource Investigators
provided inside knowledge on the
opposition and made sure that the
teams idea would carry to the
world outside the team.

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CHARACTERISTICS OF
RESOURCE INVESTIGATORS
Resource Investigators are often enthusiastic, quick-
off-the-mark extroverts.
They are good at communicating with people both
inside and outside the company.
They are natural negotiators and are adept at exploring
new opportunities and developing contacts.
The Resource Investigator is effective when it comes
to picking up other people's ideas and developing
them.
They are skilled at finding out what is available and
what can be done..
Resource Investigators have relaxed personalities with
a strong inquisitive sense and a readiness to see the
possibilities in anything new.
They remain stimulated by others, their enthusiasm
rapidly fades.

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FUNCTION OF RESOURCE
INVESTIGATORS
Exploring and reporting back on
ideas, developments or resources
outside the group.
They are the best people to set up
external contacts and to carry out any
subsequent negotiations.
They have an ability to think on their
feet and to probe others for
information.
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Resource
investigators
Non-Allowable
Weaknesses
Creative negotiator
Extrovert
Enthusiastic
communicative
Explores new
opportunities
Develops outside
contacts and brings
home new ideas
Over optimistic
Loses interest once
initial enthusiasm has
passed
Letting down
colleagues/ clients
by neglecting to
make follow-up
arrangements
Allowable Weaknesses Strength
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SLOGANS FOR RESOURCE
INVESTIGATORS
We could make a fortune out
of that.
Ideas should be stolen with
pride.
GATOR Never reinvent the
wheel.
Opportunities arise from other
peoples mistakes.
Surely We can exploit that?
You can always telephone to
nd out.
Time spent in reconnaissance
is seldom wasted.
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22
INTRODUCTION
The Monitor Evaluator was needed
to provide a logical eye, make
impartial judgements where required
and to weigh up the teams options in
a dispassionate way.

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CHARACTERISTICS OF
MONITOR EVALUATORS
Monitor Evaluators are serious-minded,
prudent individuals with a built-in
immunity from being over-enthusiastic.
They are slow in making decisions
preferring to think things over.
They have a high critical thinking ability.
They have a capacity for shrewd
judgements that take all factors into
consideration.
A good Monitor Evaluator is seldom
wrong.

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FUNCTION OF MONITOR
EVALUATORS
Monitor Evaluators are best suited to
analysing problems and evaluating
ideas and suggestions.
They are very good at weighing up the
pros and cons of options.
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Monitor Evaluators
Non-Allowable
Weaknesses
The analyzer of
problems
Cool, strategic,
discerning
Sees all options
Judges accurately
Sometimes lacking in
tact these are the
facts
Inability to inspire
others
Too critical
Constant harsh
criticism, regardless
of peoples feelings
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SLOGANS FOR MONITOR
EVALUATORS
Ill think it over and give you a rm decision tomorrow.
Have we exhausted all the options?
If it does not stand up to logic, its not worth doing!
Better to make the right decision slowly than the wrong one quickly.
This looks like the best option on balance.
Lets weigh up the alternatives.
Decisions should not be based purely on enthusiasm.

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28
INTRODUCTION
Co-ordinators were needed to focus on the teams objectives, draw out team
members and delegate work appropriately.
Co-ordinator is referred to as Chairman

29
CHARACTERISTICS OF CO-
ORDINATORS
The distinguishing feature of Co-
ordinators is their ability to cause others to
work towards shared goals.
Mature, trusting and confident, they
delegate readily.
In interpersonal relations they are quick to
spot individual talents and to use them in
the pursuit of group objectives.
While Co-ordinators are not necessarily
the cleverest members of a team, they
have a broad and worldly outlook and
generally command respect.

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FUNCTION OF CO-ORDINATORS
Co-ordinators are well placed when put in charge of a team of people with
diverse skills and personal characteristics.
They perform better in dealing with colleagues of near or equal rank than in
directing junior subordinates.
Their motto might well be consultation with control and they usually
believe in tackling problems calmly.
In some organisations Co-ordinators are inclined to clash with Shapers due to
their contrasting management styles.

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CO-ORDINATORS
The team controller
Mature, confident,
trusting
Good chairperson
recognizes skills
Clarifies goals,
promotes decision
making, delegates
well
Can be seen as
manipulative
Delegates personal
work
Inclination to be lazy
if someone else can be
found to do the work
Takes personal
credit for the effort
of the team
Non-Allowable
Weaknesses
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SLOGANS FOR CO-ORDINATORS
Lets keep the main objective in sight.
Has anyone else got anything to add to this?
We like to reach a consensus before we move forward.
Never assume that silence means approval.
I think that we should give someone else a chance.
Good delegation is an art.
Management is the art of getting other people to do all the work.

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34
INTRODUCTION
Implementers were needed to plan a practical, workable strategy and carry it
out as efficiently as possible.

35
CHARACTERISTICS OF
IMPLEMENTERS
Implementers have practical common
sense and a good deal of self-control and
discipline.
They favour hard work and tackle
problems in a systematic fashion.
On a wider front the IMP is typically a
person whose loyalty and interest lie with
the Company and who is less concerned
with the pursuit of self-interest.
However, lmplementers may lack
spontaneity and show signs of rigidity.
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FUNCTION OF IMPLEMENTERS
Implementers are useful to an
organisation because of their reliability
and capacity for application.
They succeed because they are efficient
and because they have a sense of what is
feasible and relevant.
It is said that many executives only do the
jobs they wish to do and neglect those
tasks which they find distasteful.
By contrast, an lmplementer will do what
needs to be done.
Good Implementers often progress to
high management positions by virtue of
good organisational skills and
competency in tackling necessary tasks.

37

Implementers
Non-Allowable
Weaknesses
Effective organizer
Disciplined,
reliable,
conservative,
efficient
Turns ideas into
practical actions
Inflexible slow to
respond to new
situations
Sticks only to the
proven and reliable
Obstructs change
Unwilling to adapt
to changing
circumstances
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SLOGANS FOR IMPLEMENTERS
If it can be done, we will do it.
An ounce of action is worth a pound of theory.
Hard work never killed anybody.
The difcult we do it immediately. The impossible takes a little longer.
To err is human, to forgive is not company policy.
Lets get down to the task in hand.
The company has my full support.

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40
INTRODUCTION
Completer Finishers were most effectively used at the end of a task, to
polish and scrutinise the work for errors, subjecting it to the highest
standards of quality control.

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CHARACTERISTICS OF
COMPLETER FINISHERS
Completer Finishers have a great
capacity for follow-through and attention
to detail.
They are unlikely to start anything that
they cannot finish.
They are motivated by internal anxiety,
yet outwardly they may appear unruffled.
Typically, they are introverted and
require little in the way of external
stimulus or incentive.
Completer Finishers can be intolerant of
those with a casual disposition.
They are not often keen on delegating,
preferring to tackle all tasks themselves.
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FUNCTION OF COMPLETER
FINISHERS
Completer Finishers are
invaluable where tasks demand
close concentration and a high
degree of accuracy.
They foster a sense of urgency
within a team and are good at
meeting schedules.
In management they excel by the
high standards to which they
aspire, and by their concern for
precision, attention to detail and
follow- through.

43

COMPLETER
FINISHERS
Non-Allowable
Weaknesses
Meets deadlines
Guarantees delivery
on time
Conscientious
notices errors and
omissions
Can be totally relied
upon
Reluctant to delegate
and worries too much
Perfectionist you
wont do it the right
(my) way
Always focusing on
small details
mistakes in a way
which de-motivates
Unnecessarily
rushing the planning
stage of a project
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SLOGANS FOR COMPLETER
FINISHERS
This is something that demands our undivided attention.
The small print is always worth reading.
Murphys Law If that can go wrong will go wrong... OTooles Law
Murphy was an optimist.
There is no excuse for not being perfect.
Perfection is only just good enough.
A stitch in time saves nine.
Has it been checked?

Introduction
Team workers helped the team to gel, using their versatility to
identify the work required and complete it on behalf of the team.

Characteristics of Team worker
Cooperative, mild, perceptive, and diplomatic
individuals.
Enables difficult characters within the team to use
their skills to positive ends.
Superior listening skills and pleasant sense of humor
Ability to remain social with awkward people, and
remain sensitive to other's concerns.
Indecisive moments in crisis and inability to hurt
others are their short comings.

Functions of Team worker
To prevent interpersonal problems arising
within a team.
Helps all the team members to contribute
effectively.
Have a lubricating effects on teams.
Are seen as threats to no one &therefore most
accepted & favored to serve under.
People seem to co-operate better when they
are around.
Valuable asset as a manager under regime
where conflicts are liable to rise.
Team Workers
Non-Allowable
Weaknesses
Perceptive and
Diplomatic
Have lubricating
effect on team
Flexibility and
adaptability.
I ndecisive in difficult
situations
Easily influenced
Always deferring to
others what do
you think?
Avoids situations
that involve
pressure
Never giving their
opinion
Slogans of Team worker
Working together is success.
Courtesy costs nothing.
I was very interested in your point of view.
If its all right with you, its all right with me.
Everybody has a good side worth
appealing to.
Listen more to your self then you would
talk less.
Always sense a good atmosphere at work.
I try to be versatile.
Introduction
Challenging individuals, known as Shapers, provided the
necessary drive to ensure that the team kept moving and did not
lose focus or momentum.

Characteristics of Shaper
Highly motivated people with a lot of nervous
energy.
Usually aggressive extroverts possessing strong
drive.
Like to lead and to push others into action.
Headstrong and assertive.
Most competitive team role.
Has a main concern to win.
Tend to show strong emotional response to any
form of disappointment or frustration.
Functions of Shaper
Most effective in guaranteeing positive action.
Making necessary changes and bold decisions.
To spark life into a team.
To prevent the work slowing down due to
political complications.
Enable a team to thrive under pressure.
To inspire others to the accomplishment of tasks
through his/her dynamism.
To overcome obstacles and conflicts effectively.
Shaper
Non-Allowable
Weaknesses
Drives other people
to excel
Challenging,
dynamic, thrives on
pressure
Has the drive and
courage to
overcome obstacles
Can be provocative
Sometimes hurts
peoples feelings
Prone to frustration
and irritation
Consistently
tramples on peoples
feelings
I nability to recover
situation with good
humor or apology
Slogans of Shaper
Just do it !
Say no, then negotiate.
If you say yes I will do it, I expect it to be
done.
Im not satisfied we are achieving all we can.
I may be blunt, but at least Im to the point.
Ill get things moving.
When the going gets tough, the tough get
going.
Introduction
Specialists bring a high level of concentration, ability, and skill in
their discipline to the team who are passionate about learning in
their particular field.

Characteristics of Specialist
Dedicated professional & highly task oriented.
Experts with a sheer commitment and a narrow
front
Passionate in acquiring technical skills and
specialized knowledge.
Shows great pride in their subject.
Indifferent towards other peoples work.
Can provide knowledge on his topic with pleasure
and ease.
Doesnt care much for social activities.
Less fruitful while working in a group.
Functions of Specialist
To provide rare skill upon which
organizations service or product is
based.
To make decisions based on in depth
experience.
Provide the expertise in his field to
other team members when needed.
Specialist
Non-Allowable
Weaknesses
The expert
Single minded, self
starting, dedicated
Provides
knowledge and
skills in short
supply
Focuses too much on
technical details
Too theoretical with
little concern for how
their ideas link to the
big picture
Does not want to get
involved in broader
team issues
Not my problem
syndrome
Slogans of Specialist
In this job you never stop learning.
Choose a job you love, and youll never
have to work a day in your life.
True professionalism is its own reward.
My subject is fascinating to me.
The more you know, the more you find to
discover.
It is better to know a lot about
something,than a little about everything.
A committee is twelve people doing the work
of one.
To identify people's behavioral strengths and weaknesses in the
workplace.
To build productive working relationships.
To select and develop high-performing teams.
To raise self-awareness and personal effectiveness.
To build mutual trust and understanding.
To aid recruitment processes.
Helps identify training and development needs

Applicable to both non-managerial & managerial teams.
Constructional sites and manufacturing industries.
Educational institutions to improve the efficiency of students working in
team projects.
Helps to attain harmony in teams
Helps in creating a balanced team with strengths and weaknesses well
addressed.

Doesnt consider hierarchical relations between people.
Only emphasizes the behavior of individual working in a team.
Cant predict the team performance in social setting or work form home.
An individual cant measured only be measured by team related
behaviors.
Being of UK origin it has a slice of cultural bias.
Doesnt take inter personal equations in to consideration.

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Implementation of B-TRI in MEPC
Before implementing we must know that every individual
posses all the team roles of Belbin in them .

We must find in which team role they excel more and their
weakness

There are various psychometric testing software available in
market through which we can predict the person behavior
aspects and can find out his/her strength

Most effective way is to observe each member activity and their
performance and their behavior in their role or the activity given
to them in the project

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Get a feedback from everyone in the team about their
performance in their team role and also other team members
performance

Alter the team roles for every members so that we can
analyze their behavior in various activity .

Rank each members strength and weakness according to
their performance and the feedback received .

After a time period we could analyze each member
performance in different team roles of Belbin and can find
out their strength , weakness and areas to be improved
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Conclusion
Implementation of Belbin Team Roles in an organization
is way of analyzing and bring out the strengths of a team
but it will not succeed in all circumstance .It depends on
the team members in the team .

If anyone member is not going to perform well and there
will be a chance of hiding weakness of a individual under
the shadows of other team members which will effect the
team performance.

Major advantage of Belbin theory is that the learning level
of each individual in team will be increased progressively

Belbin

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1 Copyright 2012 Mahindra & Mahindra Ltd. All rights reserved.

BELBIN Team Role Inventory

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