Problem Statement
A famous researcher, Bennis Warren once said that leadership is all about doing right things while management is about doing right things (Belbin, 2017). From Warren’s point of view, we can say that a leader is one who is able to create a vision that is compelling both for the present and the future. He or she would then communicate that vision in a way that the subjects would easily comprehend and commit to the same. On the contrary, managers are those who are responsible for ensuring that such a vision is efficiently implemented and success follows (Bass, 2015).
It is, however, worth noting that leadership and management roles overlap, and that for either of the two to be fully functional, roles allocated for the two needs to be fulfilled. To the best of such outcomes, our Belbin report will consider particular responsibilities and skills that leaders and managers would use in the creation of perfect teams and for personal development (Belbin, 2017).
The art of being a manager or the skill of pulling together a new team is a challenge. The ability to manage properly a team starts from choosing the right group of individuals to deciding who does what, how communication ought to be, as well as motivation and development of group members. The same also covers some of the most dreadful mistakes that need to be avoided in personal development. To start with, it is vital to understand the difference between leadership and management (Brikend, 2011).
Owing to that fact, this report paper, using the Belbin team roles theory, will assess the existing personal assessment and team creation outcomes within a self-perception context. However, to gain a broader knowledge on how the theory comes into play; the report will also highlight some of the key features of proper team management (Brown, Trevino and Harrison, 2015).
Every team is composed of individuals with different abilities and outlooks. Such individuals are also in different career stages. While some may consider opting for support because the tasks allocated to them are challenging, others may have the experience to handle whatever task is delegated to them. However, no matter the case, teams represent opportunities through which individuals may stretch the skills they possess. to stretch their skills. The skills of management will be the determinant of a team’s success. A manager that helps people become better at what they do is one that every worker will admirer working with thereby leading to the overall success of an organization (Bass, 2015).
Team Development
Regularly providing feedback is one of the ways through which an individual can develop a team. There are those who become nervous when it comes to giving negative feedback. It should not matter; when an individual gives and receives feedback in a regular basis, the performance of a team is bound to improve greatly. The giving and receiving of feedback will depend on communication skills. To ensure organizational success, communication skills are very important. Within an organization (and in line with the subject matter), there are two categories of communication. One is communicating with individuals outside one’s team while the other is communicating with members of one’s team. Each of the two categories is important (MindTools, 2017).
A manager will be chairing off-meetings and sessions in which are likely to be unproductive. One should thus, learn to chair such meetings in a way that bear fruit. The skill of running effective meetings is very important in such occasions. Such skills would include coming up with creative ideas. The other important skill is active listening (Bass, 2015). One should avoid assumptions that he or she already knows what another person is going to say; particularly for a manager. An active listener makes a good manager. Such is because the manager that listens has a greater chance of easily detecting problems, dealing with the same and avoiding misunderstandings that would otherwise be costly for the team. Otherwise, trust is built within the team as a result of understanding (MindTools, 2017).
In an organization, the most important type of communication is one that takes place between the employee and his or her boss. It is therefore, important that employees determine what their bosses would require of both their teams and them. Knowing what managers would prefer or even what they like would easily lead to meeting their approval. Employees should thus, request their seniors to mentor or coach them as a way of learning through them. An employee who approaches the boss with matters should ensure that he or she thinks things through before deciding t seek the opinion of their bosses (Brikend, 2011). Introducing a subject should involve addition of a summary of what one is thinking while saying why he or she requires assistance. Through such means of expression, a manager will determine how to protect its team from unreasonable pressure. The skills of win-win negotiations and assertiveness are important in negotiating additional resources or turning away a given activity. A manager should also be in a position of handling the manner in which his or her team mingles with other teams. Using stakeholder analysis, it would be easy to identify such groups that be dealt with. Conversations with such groups should then be held to determine what they need and how they can help one’s team (MindTools, 2017).
In-team communication
While in the position of management, one will always have to deal with issues relating to discipline. Such matters are likely to be different from basic feedback since it needs not to relate to the work of employees. A manager is likely to give feedback regarding phone etiquette, for instance, whereas handling issues relating to personal grooming and time keeping are likely to take an approach that is very different. Breaching the laws of the company or even policies can be identified easily and dealt with (MindTools, 2017).
For a team that is performing at its best, it is most likely that its members are working under clear responsibilities. Perform any role that requires achieving by the team will thus, thoroughly. However, apart from clear responsibilities and roles, there are teams that will still fall short of their full potentials. There are several reasons as to why teams do not achieve their full potentials (Brown, Trevino and Harrison, 2015). One is when teams do not complete what they are expected to be doing; or when the team is not that flexible thereby making things fall between the cracks. Another reason is whereby the most expected input of a particular individual fails and team members become frustrated. To avoid such outcomes, one famous doctor, Meredith Belbin, closely identified and studies teamwork for several years. During his time of study, he came up with the notion that individuals within teams assume several roles within the teams. According to the doctor, team role is likelihood to contribute, behave, and interrelate with others in a given manner; such led belbin’s nine team roles for success determination (Belbin, 2017).
According to the suggestions of Belbin, understanding one’s role within a given team leads to the development of individual strengths as well as management of weaknesses as a member of the team. A member will therefore, improve his or her contribution to the team. Team development practitioners use this Belbin model to develop teams that are more balanced (Brown, Trevino and Harrison, 2015). In case a team is composed of members that have a similar behavioral style, the team is likely to be unbalanced. For instance, in case all members of a particular team have the same kind of weakness, the whole team is most probably going to have the same kind of weakness. In addition, for a team with members who have the same teamwork strengths, competition for responsibilities and tasks is likely to arise instead of cooperation. Such situations would easily be avoided with the model. Such would be done by ensuring that particular team roles are covered as well as the fact that possible weaknesses or behavioral tensions between members of the team are addressed (Belbin, 2017).
Outside the team communication
There are nine team roles that are categorized into three particular groups. Such groups are People Oriented, Action Oriented, and Thought Oriented. Every role is associated with interpersonal strengths and typical behavioral characteristics. For the same, there are set weaknesses that are associated with each team role. Such weaknesses are known as “allowable” weaknesses. Such areas are in need of weariness and potential improvement required (Brown, Trevino and Harrison, 2015).
Shaper (SH) – these are individuals with the ability to challenge team improvement. Such individuals are also considered as extroverts yet dynamic in nature. They enjoy having others stimulated and norms questioned. This is an individual that take things up and ensures that possibilities are all considered thereby ensuring that the team does not become complacent. To such a person, the availability of obstacles is a challenge that is exciting and thus, develops the courage to forge ahead when others would feel like quitting (Belbin, 2017).
Implementer (IMP) – This person has the skill of having things done. He or she has the ability to transform plans and concepts into practical actions. The person is also disciplined, conservative, and work efficiently as well as systematically (in a manner that portray proper organization). In most cases, these individuals can be counted on to have jobs properly done. Otherwise, they are rather inflexible and difficult to change (MindTools, 2017).
Completer-Finisher (CF) – such individuals ensure that projects are thoroughly completed. According to them, there are no errors as well as omissions since they pay a lot of attention to the tiniest of details. The individuals are also concerned with meeting deadlines and pushing the team to ensure that jobs are rather completed in time. In other words, such individuals are considered as perfectionists, orderly, anxious, and conscientious. On the contrary, such individuals are likely to worry unnecessarily thus finding delegation a difficult task (Brown, Trevino and Harrison, 2015).
Coordinator (CO) – these individuals perform the team leader role thus, they are also known as chairpersons. They function as the team guides to group objectives. Such individuals are also considered as excellent listeners as well as being able to naturally recognize every team member’s value. Mostly, they are good-natured and calm and through them, tasks are effectively delegated. However, these people are likely to be manipulative and delegate very personal responsibilities (Belbin, 2017).
Team Worker (TW) – A team worker offers support and ensures that individuals within the team are working effectively together. Such an individual is also a negotiator, flexible, has perception, as well as diplomatic. The individual is popular and capable of performance in his or her own right. On the contrary, the individual may be indecisive as well as uncommitted positions and decision-making (Brikend, 2011).
Discipline Management
Resource Investigator (RI) – the individual is curious yet innovative. He or she develops contacts, explore options, and negotiate resources for the team. He or she is also enthusiastic and work alongside external stakeholders for the team to meet its objectives. The individual is an extrovert and are receptive to external ideas and concepts. However, the individual quickly loses enthusiasm as well as being overly optimistic (MindTools, 2017).
Plant (PL) – This individual is considered as a creator and an innovator. He or she comes up with new ideas and concepts and are associated with thriving on being praised. However, they hate criticism and are introverted. They would rather work alone. They have ideas that are rather novel and thus, may be a little bit more impractical. Such individuals are also poor communicators and thus, avoid constraints and parameters (Brikend, 2011).
Monitor-Evaluator (ME) – These individuals are good at having ideas evaluated and analyzed. They do not necessarily have to come up with ideas but they carefully have the cons and pros of ideas weighed before making their own decisions. They are also critical thinkers as well as strategic, unemotional, and detached. In addition, they are poor motivators and react to events instead of having them instigated (Belbin, 2017).
Specialist (SP) – They have the necessary knowledge to have things performed. Their pride is the skills they posses as they work to have their professional status maintained. They have the main duty in the group to be the expert in their areas of profession and thus, they have themselves fully committed to their areas of expertise. On the contrary, such line of work have their contributions limited in the sense that they are preoccupied with technicalities instead of the broader picture (Belbin, 2017).
- Belbin Report (Self-Assessment)
Figure 1: Belbin graph of my team roles in order of preference.
The results prove that I am likely to work best in an environment that is well structured and not subjected to changes. I prefer to act instead of contemplating ideas and thus, I can adapt with others. I can also be relied on to perform whatever I required of me. If I am put in a static work environment, I can familiarize with activities fast enough. I cherish well-structuredness and thus, I will always work with precision to achieve maximum productivity (Brikend, 2011).
The results indicate that I am incapable of generating or exploring new ideas. I also tend to allow feelings to cloud judgment. Another position of weakness is my inability to spend quality time on trying to solve strategic problems. Such is caused by my lack of interest in in-depth analysis of subjects as well as my incapability to weigh evidences (Belbin, 2017).
Belbin’s Theory of Team Creation and Personal Development
Figure 2: Belbin chart of my team roles in order of preference.
Based on the result of the Belbin test, I am best considered as an implementer, a shaper, a team worker, and a completer-finisher. As a shaper, I have the ability to challenge team improvement. However, I may be an extrovert yet dynamic in nature. As an implementer, I am charged with ensuring that all possibilities are considered thereby ensuring that my team does not become complacent. According to my capabilities, the availability of obstacles is a challenge that is exciting and thus, develops my courage to forge ahead when others would feel like quitting (Brown, Trevino and Harrison, 2015).
As a team worker, however, I have the ability offer support and ensure that individuals within my team are working effectively together. I am also a negotiator, I am flexible, I have perception, and also diplomatic. Such qualities make me gain popularity which in turn, makes me capable of performing in my own right. On the contrary, I may be indecisive as well as uncommitted to any position given to me in the team.
Finally yet importantly, as a completer-finisher, I am best able to ensure that projects are thoroughly completed. There is no room for me to make errors or have anything omitted because I have a lot of attention paid on detailing. I am also best concerned with meeting deadlines and pushing the team to ensure that jobs is rather completed in time. In other words, I am literally considered as a perfectionist, orderly, anxious, or conscientious. On the contrary, I am likely to worry unnecessarily thus finding delegation a difficult task (Belbin, 2017).
Apart from the above-mentioned (preferred) roles, I can manage being a coordinator and a resource investigator. As a coordinator, I can manage performing the team leadership role or in other words, be known as a chairperson. I can function as the team guides to group objectives and be considered as an excellent listener. I also have the capability to naturally recognize every team member’s value. The attributes that I am associated with include being good-natured and calm (Bass, 2015).
On the contrary, as a resource investigator, I can manage being innovative enough. The work requires being able to develop contacts, explore options, and negotiate resources for the team. The position also comes alongside being enthusiastic and working alongside external stakeholders for the team to meet its objectives. However, most of the time, my teammates refer to me as being an extrovert and receptive to external ideas. At times, I would quickly loses enthusiasm or become overly optimistic (Belbin, 2017).
- Least Preferred Roles
Creation of Balanced Teams
Last but not least, the test shows that I would least makes being a plant, monitor-evaluator, or a specialist. Such is due to the fact that I lack the necessary skills to have things performed. I am not proud as well. In this case, pride is the skills possessed while working to have one’s professional status maintained. I also lack the ability to be considered an expert in my area of profession and thus, cannot be committed fully to the areas of expertise. As mentioned before, such line of work will have my contributions limited in the sense that I become preoccupied with technicalities instead of the broader picture (MindTools, 2017).
As a monitor-evaluator, I lack the ability to have ideas evaluated and analyzed. In as much as this role does not require me to necessarily come up with ideas, I am still incapable of carefully weighing the cons and pros of ideas before making personal decisions. I also lack the attributes of being a critical thinkers as well as being strategic, unemotional, and detached. Such is because I am good at motivating others and don’t react swiftly to events (Brikend, 2011).
Ultimately, as a plant, I lack the skills of innovation and creation. There is little chance that I can come up with new ideas and concepts. In addition, I lack the attribute of thriving on being praised. Notably, I would never consider myself as not being an introvert as well as being able to take criticism positively. As mentioned before, individuals who take this role have ideas that are rather novel and thus, may be a little bit more impractical which are not part of my attributes. Such individuals are also poor communicators and thus, avoid constraints and parameters (Belbin, 2017).
Based on the result of the Belbin test, I have to improve on skills related to being an implementer as well as a team worker. More time should be allocated on offering support and ensures that individuals within my team are working effectively together. To do so, I must improve on my skills of negotiation, be more flexible, and improve on perception, as well as diplomacy. On the contrary, I should work on my indecisiveness as well as my incapability to be committed to positions and decision-making. As an implementer, I should improve on my ability to transform plans and concepts into practical actions. Other areas where I also need to improve include discipline, conservativeness, and working efficiently (MindTools, 2017).
References
Bass B. (2015) From Transactional to Transformational Leadership: Learning to Share the Vision, Organizational Dynamics, London.
Belbin. (2017) The Nine Belbin Team Roles ONLINE] The Guardian. Available at: https://www.belbin.com/about/belbin-team-roles/ [Accessed 29 July 2018].
Brikend A. (2011) Management Research and Practice. Research Centre in Public Administration and Public Services, Romania.
Brown, M.E., Trevino, L.K. & Harrison, D.A. (2015) Ethical leadership: A Social Learning Perspective for Construct Development and Testing, Organizational Behavior and Human Decision Processes, New York.
MindTools. (2017) Team Management Skills: The Core Skills Needed to Manage Your Team. [ONLINE] Available at: https://www.mindtools.com/pages/article/newTMM_92.htm [Accessed 29 July 2018].
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