In an effective team, there is a 100% probability that each team member clearly performs the role assigned to them. There is no doubt that in order to achieve the set team goals, it is necessary to “perfectly” handle their role. But even though roles are clearly defined and responsibilities are properly assigned, the team is sometimes ineffective. Some team members may not do what you expect them to do. Perhaps people on the team aren't flexible enough, or perhaps someone on the team who is valued for his or her expert contribution to the work doesn't see the bigger picture, and someone is given tasks that others would like to be given. Perhaps one team member is confused because he or she disagrees with a colleague on work-related issues.

Dr. Raymond Meredith Belbin has studied teamwork for many years and has found that people in teams tend to have different “team roles.” Belbin defined team roles as “the tendency to behave, participate and interact with others in certain ways” and identified nine such roles that underlie the success of any team.

R.M. Belbin said that The success of any company is ultimately determined by the management team. The most successful idea can be ruined, rich resources can be wasted if they are disposed of inefficiently. Conversely, even with limited resources in a competitive market, a management team can succeed, but only if it is the right team.

Belbin's 9 types of team roles.

Belbin identified nine human team roles and divided them into three groups: action-oriented, social and intellectual. Each of these roles correlates with its characteristic behaviors and personality strengths.

He also identified weaknesses that accompany each team role, calling them “acceptable” weaknesses. Each behavioral deficiency must be known and continually corrected to advantage.

Belbin's quote from “Management Teams” second edition: “To create a successful team, you don't have to capture the best managers from other companies. First of all, you need to understand the basics of the corporate culture, understand what type of personality is preferred here and what is missing."

These nine team roles are:

Action-focused roles

Motivator. Motivators constantly challenge their team to improve in various ways. They are energetic extroverts who take pleasure in spurring other people to action, constantly asking questions and finding the best approaches to solving problems. Motivators are people who will do everything possible and impossible to use all necessary resources to achieve a goal. They will never allow their team to stop at what they have achieved. Motivators see obstacles as a challenge, so they bravely rush to meet difficulties while other team members in their place gave up.

Motivators love to argue, which in turn can hurt some people. And this trait is undoubtedly their main disadvantage.

Performer. Performers are a type of “workers.” People who work and ensure that tasks are completed. They translate the team's idea into a work plan and action. Usually the company's employees are conservative, disciplined, well-organized, and systematically and efficiently perform their work. By assigning tasks to such people, you are assured that it will be done properly.

On the other hand, performers are not willing to change, thus showing their inflexibility.

Pedant. Pedants execute their projects with the utmost care. They meticulously check for errors or omissions in the work done and pay attention to every little detail. Pedants strictly adhere to deadlines, and in case of delays will rush the team to get the job done on time. They are characterized as orderly perfectionists who strive to faithfully carry out the mission entrusted to them.

However, pedants can sometimes feel overly anxious, which makes it difficult to assign tasks to them.

Social roles

Coordinator. In this model, people who fill the traditional role of team leader are called coordinators. They direct their team to a set goal. Coordinators are able to listen to other people and see the true value of what each team member contributes. They are calm, balanced and very effective in assigning tasks to the team.

Sometimes coordinators can put too much responsibility on a team member, which is their main disadvantage, and they tend to manipulate people.

Soul of the team. People in this team role tirelessly support their colleagues and constantly ensure that their team members work together effectively. Such people are intermediaries between team members and are flexible, diplomatic and forward-looking. Popular people are quite capable employees who put team cohesion first and help people around each other.

An acceptable disadvantage of such people may be their tendency to be indecisive, reluctant to make decisions and make commitments.

Resource explorer. Resource explorers are highly out-of-the-box and curious. They explore all sorts of alternatives, make contacts and agree on resource allocation on behalf of the team. These types of people are passionate and energetic team members who identify external stakeholders and work with them to help the team meet a challenge. Being extroverted by nature, resource researchers are easy to connect with, so other team members are sympathetic to them and ready to accept their ideas.

On the other hand, they quickly lose enthusiasm, and are often too optimistic.

Belbin said of extroverts this way: Emotionally stable extroverts thrive on interaction. They make the best sales representatives and HR managers. Emotionally unstable extroverts are able to work at a fast pace and push others. They are sales managers, production managers, editors. Emotionally tough introverts can build strong business relationships with a small circle of people. They are successful administrators, lawyers, clerks, planning staff. Emotionally unstable introverts do best in independent work. Typically, creative people fall into this category. They are able to carry out long-term programs.

Smart roles

Idea generator. Idea generators are creative inventors who are constantly lit up with new ideas and approaches. They love to be praised, but criticism can hit them especially hard. Idea generators are often introverted and prefer to work independently. They can sometimes be impractical due to the novelty of their ideas.

Such individuals interact poorly with other team members and tend to disregard set parameters and constraints.

Analytical strategist. Such people are best able to analyze and evaluate the ideas of other team members. Strategic analysts are astute and objective and carefully weigh the pros and cons of each option before making a decision. People of this type are critical thinkers and are very strategic in their approach to problem solving.

Strategic analysts are perceived by their team members as emotionless and detached. They are often reluctant to motivate their colleagues, preferring to simply act rather than encourage others to act.

Specialist. People who have the specialized knowledge necessary to achieve a team goal are called specialists. They take pride in their skills and strive to maintain their professional status. Their teamwork is to be an expert in the required field and is fully committed to their specialty.

Sometimes the narrow specialization of such people limits their contribution to teamwork and leads to an excessive preoccupation with formalities, which distracts the team from more important work.

Building balanced teams.

According to Dr. Belbin, being aware of your role in a particular team will help you develop your strengths and correct your weaknesses as a team player, greatly enhancing your contribution.

Team leaders and development professionals often use Belbin's team role theory to create a more balanced team.

If all the people on a team have the same behavioral patterns or perform similar roles, such a team is unbalanced. A team whose members have similar weaknesses will also be unbalanced. If team members have the same strengths, then people are more likely to compete with each other for the right to perform assigned tasks than to help each other and cooperate.

R.M. Belbin. Zespoły zarządzające. Sekrety sukcesu i przyczyny niepowodzeń. 2003r

The Nine Belbin Team Roles, https://www.belbin.com/about/belbin-team-roles/

Take a look at our customized top-notch negotiation workshops, negotiation consulting and negotiation coaching services!

If you like learning online have a look at our Advanced online negotiation course and don’t forget to visit our leadership blog