Belbin's Team Roles

Meredith Belbin (1981) proposed that effective teams are made up of individuals who contribute in different ways. He identified nine distinct team roles, each with its own strengths and weaknesses. Understanding these roles can help individuals understand their own strengths and weaknesses and how they can best contribute to a team. It can also help managers to build more effective teams by selecting individuals with complementary skills and personalities.

Cerebral Roles

Cerebral roles are those that involve thinking, planning, and problem-solving.

1. Plant: Plants are creative and imaginative thinkers who come up with new ideas and solutions. They are often introverted and prefer to work alone. An example of a Plant might be the person in a group project who comes up with the initial idea or concept.

2. Monitor Evaluator: Monitor Evaluators are strategic thinkers who are good at analyzing information and making decisions. They are objective and logical, and they are not afraid to challenge the status quo. An example of a Monitor Evaluator might be someone in a business meeting who carefully considers all of the options and then presents a well-reasoned argument for a particular course of action.

3. Specialist: Specialists have deep knowledge and skills in a particular area. They are often highly focused and single-minded in their pursuit of excellence. An example of a Specialist might be a software engineer who is brought onto a team to develop a specific piece of code.

Action-Oriented Roles

Action-oriented roles are those that involve taking action, getting things done, and making things happen.

4. Shaper: Shapers are dynamic and driven individuals who thrive on pressure. They are good at motivating others and getting things done. An example of a Shaper might be a project manager who keeps everyone on track and ensures that deadlines are met.

5. Implementer: Implementers are practical and efficient people who are good at turning ideas into action. They are organized and systematic, and they are good at following through on plans. An example of an Implementer might be someone who takes the ideas from a brainstorming session and turns them into a concrete plan.

6. Completer Finisher: Completer Finishers are conscientious and detail-oriented individuals who are good at finishing tasks to a high standard. They are also good at spotting errors and making sure that things are done properly. An example of a Completer Finisher might be someone who is brought in at the end of a project to proofread a document or to test a piece of software.

People-Oriented Roles

People-oriented roles are those that involve interacting with others, building relationships, and working together as a team.

7. Coordinator: Coordinators are natural leaders who are good at bringing people together and getting them to work towards a common goal. They are good communicators and they are good at delegating tasks. An example of a Coordinator might be a team captain or a project manager who leads a team to success.

8. Teamworker: Teamworkers are cooperative and supportive individuals who are good at working with others. They are good listeners and they are good at resolving conflict. An example of a Teamworker might be someone who is always willing to help out their colleagues and who is always there to offer support.

9. Resource Investigator: Resource Investigators are outgoing and enthusiastic individuals who are good at networking and building relationships. They are also good at finding resources and information. An example of a Resource Investigator might be someone who is good at finding new clients or who is good at securing funding for a project.

Conclusion

Belbin’s team roles provide a useful framework for understanding how different people can contribute to a team. By understanding the strengths and weaknesses of each role, managers can build more effective teams and individuals can learn to work more effectively together. It is important to note that these roles are not mutually exclusive and individuals may identify with more than one role. However, having a mix of these roles within a team can lead to a more balanced and successful outcome.

Reference

Belbin, R. M. (1981). Management teams: Why they succeed or fail. London: Heinemann.