belbin team role report paul fitzgerald

Belbin Team RoleReport for

Paul Fitzgerald

UCDInnovation Academy

© BELBIN 2015

Team Role Summary Descriptions

Team Role Contribution Allowable Weaknesses

Plant

Resource

Investigator

Co-ordinator

Shaper

Monitor

Evaluator

Teamworker

Implementer

CompleterFinisher

Specialist

Creative, imaginative, free-thinking.Generates ideas and solves difficult

problems.

Ignores incidentals. Toopre-occupied to communicate

effectively.

Outgoing, enthusiastic, communicative.Explores opportunities and develops

contacts.

Over-optimistic. Losesinterest once initial

enthusiasm has passed.

Mature, confident, identifies talent.Clarifies goals. Delegates effectively.

Can be seen as manipulative.Offloads own share of the

work.

Challenging, dynamic, thrives onpressure. Has the drive and courage to

overcome obstacles.

Prone to provocation. Offendspeople's feelings.

Sober, strategic and discerning. Seesall options and judges accurately.

Lacks drive and ability toinspire others. Can be overly

critical.

Co-operative, perceptive anddiplomatic. Listens and averts friction.

Indecisive in crunchsituations. Avoids

confrontation.

Practical, reliable, efficient. Turns ideasinto actions and organizes work that

needs to be done.

Somewhat inflexible. Slow torespond to new possibilities.

Painstaking, conscientious, anxious.Searches out errors. Polishes and

perfects.

Inclined to worry unduly.Reluctant to delegate.

Single-minded, self-starting, dedicated.Provides knowledge and skills in rare

supply.

Contributes only on a narrowfront. Dwells on technicalities.

Paul Fitzgerald

Team Role Overview

SPI completed on 08-Oct-2015© BELBIN 2015 Report printed on 08-Oct-2015

The bar graph in this report shows your Team Roles in order from highest to lowest, using all availableinformation. The other pages of your report will analyse your Team Role Overview in more detail.

This report is based upon your Self-Perception only.

Percentile

Team Role

100

90

80

70

60

50

40

30

20

10

0

CO ME SP PL IMP CF TW SH RI

Key

CO Co-ordinator

ME Monitor Evaluator

SP Specialist

PL Plant

IMP Implementer

CF Completer Finisher

TW Teamworker

SH Shaper

RI Resource Investigator

The graph above shows your Team Roles in order of preference. Some people have an even spread ofTeam Roles whilst others may have one or two very high and very low Team Roles. An individual doesnot necessarily show all nine Team Role behaviours.

This graph is based solely on your views. In addition to analysing your own views, you can ask others tocomplete Observer Assessments to provide feedback about the Team Role behaviours they observe inyou. This is useful because Team Role contributions are about the way others see us and work with us,as well as the way we perceive ourselves.

Paul Fitzgerald

Your Team Role Preferences


This report shows your percentile scores for each Team Role, according to your Self-Perceptionresponses. Team Roles are divided by percentile score into Preferred, Manageable and LeastPreferred Roles.


Least Preferred Roles Manageable Roles Preferred Roles Team Roles

0 10 20 30 40 50 60 70 80 90 100

. . . . . . . . . . .

. . . . . . . . . . .

. . . . . . . . . . .

. . . . . . . . . . .

. . . . . . . . . . .

. . . . . . . . . . .

. . . . . . . . . . .

. . . . . . . . . . .

. . . . . . . . . . .

Plant

Resource

Investigator

Co-ordinator

Shaper

Monitor

Evaluator

Teamworker

Implementer

Completer

Finisher

Specialist

X

X

X

X

X

X

X

X

X

Please remember that Belbin Team Roles consist of both strengths and associated weaknesses.

Paul Fitzgerald

Team Role Feedback


This report offers guidance and advice on the best way to manage your behaviour at work and makethe most of your Team Role contributions. The applicability of the advice may vary depending on thestage of your career and your current working situation.


Your natural dominance and ability to delegate effectively make you well-suited for managerialroles. You should have no problems in taking others along with you and encouraging them tofollow protocol without causing offence. However, in order to win respect, you must also be seen toplay your own part rather than merely offloading work on others, and even be willing to play alow-profile role when required.

You are likely to come into your own when confusion arises as to the direction the team shouldtake or who should do what. You have a talent for deciding how best to deploy people, so use thisto bring others on and help them to establish their priorities in line with those of the team ororganisation. Encourage others to take ownership of their work, but to turn to you to provide anoverview of how their contribution fits in with the overall objectives. You may encounter problems ifothers are keen to play your role. The solution may be to redirect their attention to other areas.However, you must avoid being seen as overbearing or manipulative.

A management role should come easily to you, since you naturally look at the bigger picture andare unlikely to become enmeshed in the details. If you are not in a management role, you cannevertheless act as spokesperson for the group, provided you can do so with discretion andwithout appearing precocious to your seniors.

You may have more difficulties in accepting work when others are doing the delegating, butremember: you will not gain respect from others – colleagues or managers – unless you candemonstrate the ability to take on a number of roles which may be required in the team from timeto time.

Your working style should be one of giving guidance and instilling calm and confidence in others,whilst also being seen to play your part in low-profile work.

You have some attributes of a person who is able to detach emotion and interpersonal issues fromyour thought processes. The best way to further this behaviour to your advantage is to trainyourself to stand back and take in the arguments presented by both sides. Practise the art of notrushing into decisions or debate until you have reached a reasoned decision. Others will come torealise that your verdict is worth the wait.

On a final note, you need to take account of the role for which you are least suited. You do notappear to have the characteristics of someone who develops and can exploit useful contactsoutside the organisation. If you can work in harmony with someone who has these complementaryqualities, your own performance is likely to improve.

Paul Fitzgerald

Maximizing your Potential


This report highlights your Team Role strengths and possible weaknesses, based on your views andthose of your Observers, if applicable. The section, 'Understanding your Contribution', providesanalysis of your responses to your Self-Perception to enable you to work more effectively.


Strengths

You are likely to:

o maintain a broad overview while leaving the details to others.

o be able to give confidence and direction to others and to facilitate people towards commonobjectives.

o be able to see all options objectively and to do well in a job requiring careful judgement.

Possible Weaknesses

You may:

o influence people to reach objectives, rather than focusing on individuals' needs.

o find it difficult to adapt to quickly-changing events.

Understanding your Contribution (based on your self-perception)

Looking at the results solely from your self-perception (not taking any observer views into account), youhave highlighted two possible contributions you can make. Below is some advice on how to play to yourstrengths further in these areas:

To play your Co-ordinator role to better effect, take the lead role in bringing others toagreement on important decisions. Aim for a balance between airing different views andmoving to a conclusion.

To play your Monitor Evaluator role to better effect, demonstrate your ability to remaindispassionate and balanced where others are likely to be governed by emotions or jump toconclusions. This may be especially important when interpersonal conflicts arise.

Paul Fitzgerald

Feedback and Development Suggestions


This report is ideal for handing to and discussing with your line manager. It will provide an insight intoyour preferred way of working and the environment in which you thrive. Alternatively, this report is alsoa useful aid for any manager or recruitment specialist who wants to find out more about the individualin terms of their preferred working style and environment.


Key points

Paul Fitzgerald may be proficient at influencing those around him but is he also comfortable operatingoutside the team and in a wider context?

Work Environment

Paul is best suited to a role that entails taking a broad view and giving consideration to a range of possibleoptions. He is likely to perform best in an area where good strategic decision-making is valued and wherethere is adequate time to examine all the possibilities and offer guidance to take the team forward.

Paul Fitzgerald

Suggested Work Styles


This report looks at the combination of your top Team Roles and suggests working styles that may besuitable. Phrases are provided which summarise the relevant working styles.


Team Roles Work Style

1 2 3 4

CO ME

Forming Strategies

"I am able to offer discerning advice anddirection when devising strategies or

making decisions as a group."

CO SP

Project Managing

"Offering my expertise and knowledge toprogress group work gives me

satisfaction."

CO PL

Piloting

"I relish taking responsibility for promotingnew approaches."

ME SP

Calculating

"I enjoy analysing when and how expertisecan be beneficially adopted."

© BELBIN 2015

Glossary of Terms

Self-Perception Inventory (SPI)The Self-Perception Inventory is the questionnaire an individual completes to ascertain his or her TeamRoles. The questionnaire consists of eight sections, with each section containing ten items. The individualis asked to allocate ten marks per section to those statements which best reflect his or her working styles.

Observer Assessment (OA)The Observer Assessment is the questionnaire completed by people who know the Self-Perceptioncandidate well. We recommend that observers are chosen from among those who have worked with theindividual closely and recently and within the same context (e.g. within the same team), since Team Rolebehaviours can change over time and in different situations, offering advice on managing this.

Team Role StrengthThese are the positive characteristics or behaviours associated with a particular Team Role.

Team Role WeaknessThis is the flipside of a strength: negative behaviour which can be displayed as the result of a particularTeam Role contribution. If someone is playing a particular Team Role well and their strengths outweightheir weaknesses in the role, it is called an “Allowable weakness”. Weaknesses become ‐“non allowable” iftaken to extreme or if the associated Team Role strength is not displayed.

PercentilesA percentile is a way of measuring your position in relation to others (the rest of the population). If a groupof people take a test and receive scores, these can be distributed from highest to lowest and anindividual’s score can be judged in relation to the scores of others. If a person’s score is in the 80thpercentile, this indicates that 20% of people have scored more highly for this measure.

PercentagesPercentages represent a proportion of the whole. If you take an aptitude test and score 70 marks out of apossible 100, your score is 70%.

Strong example of a Team RoleA strong example is someone who appears to play a particular Team Role to especially good effect. Toqualify as a strong example of a particular Team Role, someone needs to be in the 80th percentile for thatTeam Role according to their Self-Perception. Once observer assessments are added, their feedback isalso taken into account to determine whether or not someone qualifies as a strong example.

Points DroppedSome items in the Self-Perception Inventory pertain to claims about oneself rather than a valid Team Rolecontribution. If you have made more claims than 90% of the population, your Team Role feedback willtake this into consideration.

belbin team role report paul fitzgerald

Career