In this article, we explore the roles social psychologist Meredith Belbin identified that people assume in teams, and how to combine these roles for team effectiveness.
In the early 1970s, management psychologist Dr Meredith Belbin worked with the Henley Management College to try to discover a way to predict the success of teams. As part of that research he ran a series of experiments using business simulations and dividing participants up according to various psychological types – introverted/extroverted etc. He hoped to find the perfect team mix. Over a period of 5 years he established that there are certain clusters or patterns of behaviour which can be used to predict team success in specific kinds of projects. Individuals often have a preference for one or more of these clusters. He also established that no one team was ever perfect for every task.
Belbin eventually identified 8 and then later 9 such clusters. He called these clusters team roles, defined as “a tendency by an individual to behave, contribute or interrelate with others in a team in certain ways.” He also gave these clusters names such as Shaper, Plant and Monitor Evaluator. The names are meant to give a clue to the kinds of behaviour that an individual with access to that cluster or role might exhibit in a team.
Belbin was able to predict which teams would succeed in which specific projects by analysing the strengths any given group of individuals would bring to a specific team engaged in a specific task. This analysis reinforces a hypothesis that team success relies on the interdependence and mix of its members.
So, does your team have a balanced mix of Belbin’s roles? By understanding the roles in your team you’ll be able to:
Belbin uses a specific language to describe different roles in teams. This language provides an easy shorthand way to discuss specific behaviour without team members feeling you’re stereotyping them.
So using Belbin’s typology you can talk about whether you’re an Implementer or a Shaper. Or you can work out if your team has a Plant. Or even clarify if you need to get some Completer Finishers on board.
Below we outline the strengths each of the eight key roles brings to team, the ‘allowable weaknesses’ – often the complement to the strengths – and some behaviours to avoid that may drag the team off track and into poor dynamics.
We also give you our top tips if you are a manager in that role.
Implementers are often described as practical, systematic, loyal and conservative. They tend to be endowed with copious amounts of common-sense and they’re down to earth and self disciplined. The main contribution of the Implementer is to turn theoretical concepts and general plans into a practical brief, and then systematically work through that brief.
“If it can be done, we’ll do it, but can we work out some practical details?”
Allowable weaknesses:
Behaviours to avoid:
Top tips for Implementers as managers
Co-ordinators are often described as calm, confident and controlled and tend to be mature in outlook and approach. The Co-ordinator focuses on the team as a whole and how everyone working together can achieve the team’s shared goals. The main contribution of the Co-ordinator is a calm ability to control and organise the team in a way that gets the best collective performance with the resources available.
“We always aim at consensus
Allowable weaknesses:
Behaviours to avoid:
Top tips for Co-ordinators as managers:
Shapers are often described as assertive, outgoing and dynamic. Shapers are usually highly motivated people with a lot of nervous energy and a strong desire to achieve. Shapers are probably the most likely members of a team to make things happen. If obstacles arise, they’ll generally find a way round. Shapers can handle and even quite enjoy confrontation and challenge. The main contribution of the Shaper is to give shape and form to the team’s activities towards the achievement of the project outcome.
“I’m not satisfied we’re achieving all we can”
Allowable weaknesses:
Behaviours to avoid:
Top tips for Shapers as managers:
Plants are often described as individualistic, creative and unorthodox. Plants can be highly creative, whether they’re providing the seeds from which major developments spring, or the (sometimes unorthodox) solution to a complex problem. Plants are independent-minded, often clever and always original. The main contribution of a Plant is to act as a prime source of ideas and innovation for the team by generating new proposals and solving complex problems.
“Let’s think laterally for a moment”
Allowable weaknesses:
Behaviours to avoid:
Top tips for Plants as managers:
Resource Investigators are often described as extroverted, enthusiastic and curious. They like and are adept at exploring new opportunities and developing contacts. Resource Investigators are often relaxed personalities with a strong inquisitive sense and a readiness to see the possibilities of anything new. The main contribution of the Resource Investigator is to explore just what resources are available and to develop external contacts that may be useful to the project team.
“Let’s make contact with the people who can help.”
Allowable weaknesses:
Behaviours to avoid:
Top tips for Resource Investigators as managers:
Monitor Evaluators are often described as serious and prudent. They are the ones who are anxious to ensure the consequences of any decision are fully thought through. They enjoy analysing problems and evaluating ideas, and shine when asked to weigh up the pros and cons of different options. The main contribution of the Monitor Evaluator is to evaluate the feasibility and practical value of ideas and suggestions that come from both within and outside the project team.
“Have we exhausted all the options before making our decision?”
Allowable weaknesses:
Behaviours to avoid:
Top tips for Monitor Evaluators as managers:
Team Workers are often described as sociable, rather mild and generally sensitive. Team Workers are seen to be the most supportive members of a team, concerned about how others are feeling and with a great capacity to adapt readily to different situations and different people. The main contribution of the Team Worker is to help individual members to achieve and maintain team effectiveness.
“It’s alright with me if it’s alright with you”
Allowable weaknesses:
Behaviours to avoid
Top tips for Team Workers as managers:
Completer Finishers are often described as painstaking, orderly, conscientious, detail people. Completer Finishers have a great capacity for follow through and wouldn’t normally start something they couldn’t finish. The main contribution of a Completer Finisher is to ensure all the team’s efforts are as near perfect as possible, and that nothing is overlooked.
“This is something that demands our undivided attention”
Allowable weaknesses:
Behaviours to avoid:
Top tips for Completer Finishers as managers:
As mentioned above there is a ninth role, that of Specialist. This role refers to someone who brings a specific skill set to a team but does not impact too much on team dynamics. An example might be an IT person or an accountant who provides technical advice to a project team.
Reading the roles above you can probably identify people in your team who fit them. (Belbin is clear that we often have a preference for two roles – a primary and a back up. So you might be able to identify a person you know in one or two possible roles.)
How do you combine these roles and the people who prefer them to create the ideal team? Well, Belbin is clear there is no such thing as the ‘ideal’ team – simply teams that are more or less suited to a specific task. When you’re putting together a general team Belbin suggests the following factors are key:
If you’ve found this article helpful and you would like more information about how Belbin’s Team Roles can be applied to your organisation, please call us on +44 (0)20 7978 1516 or email Learning & Development Consultant Laura Slater at l.slater@managementcentre.co.uk.
Laura specialises in project governance and management, as well as leadership and management development. Laura has 8 years’ experience in the charity sector, in particular developing and delivering regional...
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