Dr Meredith Belbin developed his team roles theory at Henley Management Centre in the late 1970's.
Analysing what made teams successful using a range of management games Belbin identified nine team roles that can be combined to express a personal team role preference.
Title |
Strength |
Weakness |
Type |
Plant |
Creative, imaginative, unorthodox. Solver of more difficult problems. |
May ignore incidentals and get too immersed to communicate effectively |
Cerebral |
Resource Investigator |
Extrovert, enthusiastic, communicative. Explores opportunities and networks with others |
May be over optimistic and losing interest when initial enthusiasms worn off |
People |
Co-ordinator |
Clarifies mature, confident and natural chairperson. Sets goals, promotes decisions and delegates effectively |
May be seen as manipulative and controlling. Can over delegate off loading personal work |
People |
Shaper |
Challenging, dynamic, thrives under pressure. Jumps hurdles using determination and courage |
May be easily provoked and ignorant of the feelings of others |
Action |
Monitor Evaluator |
Even tempered, strategic and discerning. Sees many options and judges well |
May lack drive and inspiring leadership qualities |
Cerebral |
Team Worker |
Co-operative, relationship focused, sensitive and diplomatic. Good listener whom builds relationships and dislikes confrontations |
However can seem indecisive in a crisis |
People |
Implementer |
Disciplined, reliable, conservative and efficient. Acts upon ideas |
May seem inflexible and slow to see new opportunities |
Action |
Completer-Finisher |
Conscientious and anxious to get jobs done. With an eye for detail, good at searching out errors. Finishes and generally delivers on time |
May be a worrier and reluctant to delegate |
Action |
Specialist |
Single minded self starter. Dedicated and provides specialist knowledge. The rarer the supplier of this knowledge, said Belbin, the more dedicated the specialist |
May be stuck in their niche with little interest in the world outside it dwelling upon technicalities. |
Cerebral |
Interpretation
Like many metrics / tools, it's important to not overly depend upon ideas or models of ‘ideal' team structure - this represents one of many dimensions important in getting teams to perform.
Knowing Belbin's team roles can be useful in bringing greater harmony to teams but this is one of a range of team dimensions to evaluate.