Getting the best out of Belbin
We offer a range of additional resources to help you get the most out of your Belbin Reports, and to help your managers get the best out of their teams on a day-to-day basis.
All you need to implement Belbin within your organization and start improving individual, team and business performance.
We want to help you implement Belbin successfully within your organization. Belbin is more than a theory. It’s a practical tool that can be used by HR, L&D and managers on a regular basis to ensure that:
- The right people are in the right jobs;
- Talent is identified and used;
- Individual development is tailored to the individual;
- Strengths are played to, and engagement increased;
- Teams are effective;
- Gaps and overlaps are identified with teams, and plans put in place.
To help you, we have put together a package that includes everything you need:
- Interplace Account: gives you the ability to create your own Belbin Team Role Reports as and when you need them. It includes 200 Belbin Self-Perception Inventories and free access to other reports – which can be used to get the most out of teams and individual working relationships;
- Accreditation for up to six people: gives you and your team a full understanding of the theory, the reports and how to use them;
- Contribute: an exercise, that takes about 1 hour to play, which illustrates the nine Team Roles in a fun yet practical way;
- Co-operate: three exercises that demonstrate the point of co-operation;
- Fire Toast and Teamwork: a training companion which includes handouts, slides and a DVD;
- One-day with a Belbin Team Roles expert – feedback practice, session co-facilitation… whatever your business needs.
To discuss this package and how you can implement Belbin successfully throughout your organization, please contact us using the form below. We look forward to hearing from you.
It was only after the initial research had been completed that the ninth Team Role, Specialist emerged. In the real world, the value of an individual with in-depth knowledge of a key area came to be recognised as yet another essential team contribution.
Teamworkers helped the team to gel, using their versatility to identify the work required and complete it on behalf of the team.
Challenging individuals, known as Shapers, provided the necessary drive to ensure that the team kept moving and did not lose focus or momentum.
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.
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 team’s idea would carry to the world outside the team.
The first Team Role to be identified was the Plant. The role was so-called because one such individual was “planted” in each team. They tended to be highly creative and good at solving problems in unconventional ways.
One by one, the other Team Roles began to emerge. The Monitor Evaluator was needed to provide a logical eye, make impartial judgments where required and to weigh up the team’s options in a dispassionate way.
Implementers were needed to plan a practical, workable strategy and carry it out as efficiently as possible.