Understanding Belbin’s Team Roles Model
Belbin identified nine team roles and he categorised those roles into three groups: Action Oriented, People Oriented and Thought Oriented. Each team role is associated with typical behavioral and interpersonal strengths.
Belbin also defined characteristic weaknesses that tend to accompany each team role. He called the characteristic weaknesses of team-roles the “allowable” weaknesses; as for any behavioral weakness, these are areas to be aware of and potentially improve.
The nine team-roles are:
Action Oriented Roles
Shaper (SH)
Shapers are people who challenge the team to improve. They are dynamic and usually extroverted people who enjoy stimulating others, questioning norms, and finding the best approaches for solving problems. The Shaper is the one who shakes things up to make sure that all possibilities are considered and that the team does not become complacent.
Shapers often see obstacles as exciting challenges and they tend to have the courage to push on when others feel like quitting.
Their potential weaknesses may be that they’re argumentative, and that they may offend people’s feelings.
Implementer (IMP)
Implementers are the people who get things done. They turn the team’s ideas and concepts into practical actions and plans. They are typically conservative, disciplined people who work systematically and efficiently and are very well organised. These are the people who you can count on to get the job done.
On the downside, Implementers may be inflexible and can be somewhat resistant to change.
Completer-Finisher (CF)
Completer-Finishers are the people who see that projects are completed thoroughly. They ensure there have been no errors or omissions and they pay attention to the smallest of details. They are very concerned with deadlines and will push the team to make sure the job is completed on time. They are described as perfectionists who are orderly, conscientious, and anxious.
However, a Completer-Finisher may worry unnecessarily, and may find it hard to delegate.
People Oriented Roles
Coordinator (CO)
Coordinators are the ones who take on the traditional team-leader role and have also been referred to as the chairmen. They guide the team to what they perceive are the objectives. They are often excellent listeners and they are naturally able to recognise the value that each team members brings to the table. They are calm and good-natured and delegate tasks very effectively.
Their potential weaknesses are that they may delegate away too much personal responsibility, and may tend to be manipulative.
Team Worker (TW)
Team Workers are the people who provide support and make sure that people within the team are working together effectively. These people fill the role of negotiators within the team and they are flexible, diplomatic and perceptive. These tend to be popular people who are very capable in their own right, but who prioritise team cohesion and helping people getting along.
Their weaknesses may be a tendency to be indecisive, and to maintain uncommitted positions during discussions and decision-making.
Resource Investigator (RI)
Resource Investigators are innovative and curious. They explore available options, develop contacts, and negotiate for resources on behalf of the team. They are enthusiastic team members, who identify and work with external stakeholders to help the team accomplish its objective. They are outgoing and are often extroverted, meaning that others are often receptive to them and their ideas.
On the downside, they may lose enthusiasm quickly, and are often overly optimistic.
Thought Oriented Roles
Plant (PL)
The Plant is the creative innovator who comes up with new ideas and approaches. They thrive on praise but criticism is especially hard for them to deal with. Plants are often introverted and prefer to work apart from the team. Because their ideas are so novel, they can be impractical at times. They may also be poor communicators and can tend to ignore given parameters and constraints.
Monitor-Evaluator (ME)
Monitor-Evaluators are best at analysing and evaluating ideas that other people (often Plants) come up with. These people are shrewd and objective and they carefully weigh the pros and cons of all the options before coming to a decision.
Monitor-Evaluators are critical thinkers and very strategic in their approach. They are often perceived as detached or unemotional. Sometimes they are poor motivators who react to events rather than instigating them.
Specialist (SP)
Specialists are people who have specialised knowledge that is needed to get the job done. They pride themselves on their skills and abilities, and they work to maintain their professional status. Their job within the team is to be an expert in the area, and they commit themselves fully to their field of expertise.
This may limit their contribution, and lead to a preoccupation with technicalities at the expense of the bigger picture.
Figure 1: Belbin’s Team Roles
| Action Oriented Roles |
Shaper |
Challenges the team to improve. |
| Implementer |
Puts ideas into action. |
| Completer Finisher |
Ensures thorough, timely completion. |
| People Oriented Roles |
Coordinator |
Acts as a chairperson. |
| Team Worker |
Encourages cooperation. |
| Resource Investigator |
Explores outside opportunities. |
| Thought Oriented Roles |
Plant |
Presents new ideas and approaches. |
| Monitor-Evaluator |
Analyses the options. |
| Specialist |
Provides specialised skills. |
How to Use the Tool
The Belbin Team Roles Model can be used in several ways: you can use it to think about team balance before a project starts, you can use it to highlight and so manage interpersonal differences within an existing team, and you can use it to develop yourself as a team player.
Use Belbin’s model to analyse your team, and as a guide as you develop your team’s strengths, and manage its weaknesses:
1. Over a period of time, observe the individual members of your team, and see how they behave, contribute and behave within the team.
2. Now list the members of the team, and for each person write down the key strengths and characteristics you have observed. (You may also want to note down any observed weaknesses).
3. Compare each person’s listed strengths and weakness with the Belbin’s descriptions of team-roles, and note the role that most accurately describes that person.
4. Once you have done this for each team member, consider the following questions:
- Which team roles are missing from your team? And from this, ask yourself which strengths are likely to be missing from the team overall?
- Is there are prevalent team role that many of the team members share?
