In 2013 I started a project in the Academic Hospital in Rotterdam. One of the wards was new and the appointed team was a merger of two complete different teams from different specializations.
Yes, we've attended another HR/Training Exhibition and we're still flabbergasted by how many people are still using an illegal version of Belbin.
For my part, one of my missions - in fact almost an obsession - is to use Belbin to get managers managing people more effectively and it is with this in mind that I would like to share the following:
Belbin Team Roles are not just a measurement of people’s behaviour at work, they are a definition of the different types of behaviour required in the workplace to bring about success.
In many workplaces, authenticity seems to have been suppressed with overly complex, insincere and carefully crafted workplace language, job titles, and contrived culture taking its place.
Knowing your Team Role strengths is the first step. Understanding how OTHERS see you is critical. Feedback from those that work with you is what makes Belbin such a useful and valuable tool.
With the Olympics underway, I am again reminded of how the sport of sailing led me to incorporating the work of Dr. Meredith Belbin as a central business model in the work we do with our clients.
During my 1st week here Jo wrote a blog focusing on how long someone can keep up their best behaviour in their new role and she questioned how long it would be before the team here saw the real me?
Why are managers getting such a bad rap? Surely there must be something that can be done to help managers manage, rather than write them off?