Understanding hybrid collaboration through the lens of Belbin Team Roles

Hybrid working continues to dominate workplace conversations. Opinions are polarised. Some champion the flexibility and wellbeing benefits of home working, while others miss the rhythm and connection of the office. But despite the noise, one truth remains clear:

Hybrid teams do not succeed, or fail, because of location. They succeed when people understand how to work effectively together, wherever they are.

At Belbin, we have spent over 50 years exploring the dynamics of effective teams. Throughout Covid and beyond, we conducted extensive research into how hybrid working affects engagement, communication, and connection, and crucially, how these differ depending on individual Belbin Team Role behaviours.

This article explores what we found, why it matters, and how organisations can build hybrid teams that truly work.

Hybrid working: the debate and the reality

While countless articles discuss where we should work, fewer address the deeper question:

How do we collaborate effectively when we are not physically together?

The UK House of Lords Select Committee on Home-Based and Hybrid Working (2025) highlighted a common frustration. Employees are asked to come into the office for collaboration, only to spend the day on Zoom in an empty building. What is missing is structure, intention and clarity.

Hybrid working can hit the sweet spot, combining focused, heads-down work at home with collaborative, heads-up sessions in person.

But only if organisations deliberately design how their teams work.

How Team Roles shape our hybrid experience

Belbin research uncovered a striking truth. Different behavioural styles thrive, or struggle, in different hybrid conditions.

Across thousands of data points, we examined how each Team Role responded to questions such as:

  • I feel engaged with my work.
  • I feel connected to my team.
  • Communication in my team is effective.
  • I feel connected to the organisational culture.

 

Download our research
Untitled Design (2)

Key insights included:

  • Plants reported strong engagement when working remotely, benefiting from uninterrupted thinking time, yet felt less connected with culture unless physically present.
  • Teamworkers experienced reduced psychological connection when remote, a reminder that virtual work can obscure emotional cues.
  • Monitor Evaluators were largely unmoved by context. They think best when they have time, space and information.
  • Resource Investigators stayed engaged regardless of location but risked feeling isolated without informal social touchpoints.
  • Completer Finishers and Specialists enjoyed the focus of remote work but needed careful check-ins to prevent overwork and anxiety.

A clear theme emerged.

Every team role benefits from hybrid working, but in different ways.

And effective hybrid teams recognise, respect and design for, those differences.

Belbin Webinar Series

Listen to our 2026 webinar on Teams and Hybrid working.

We discuss how to communicate with each Belbin Team Role when working virtually, and share ideas on how to work with your teams, regardless of where they are working.

Istock 1356570657 Modified C3ec4bb3 35F4 4A13 9F04 8A0f6cb7bc68

New vs. established teams

Our research also showed differences depending on whether:

  • a team is newly formed
  • an individual is new to an existing team
  • the team is well established

For example:

  • New teams communicate more effectively and feel more connected in person.
  • Newcomers feel organisational culture most strongly when physically present.
  • Established teams maintain connection more easily in hybrid settings.

Hybrid strategy cannot be one size fits all. The age of the team matters.

Hybrid teams need deliberate design

Teams do not become high-performing by accident, especially hybrid teams.

We must treat teamwork like elite athletes treat their sport.

Practise together regularly, not just perform.

When teams come into the office, time should be used for:

  • strengthening relationships
  • clarifying how the team works
  • reviewing Belbin strengths
  • agreeing communication norms
  • building psychological safety
  • resetting priorities

Without deliberate effort, hybrid cracks widen quickly.

Using suggested work styles to improve hybrid collaboration

The Suggested Work Styles page in each Belbin Individual report is a powerful tool for hybrid teams.

Team members can reflect together on:

  • how they prefer to work
  • how they may come across online
  • what they need from others
  • how they can support colleagues
  • how their strengths contribute to the team

These conversations depersonalise differences and build trust. They also make it easier to address tensions using behaviour-based language rather than emotion.

The Belbin reports
Belbin Individual Report Suggested Work Styles Showcase
Belbin LI Quotes

Hybrid teams only work when we do

Meredith Belbin said:

Putting together a number of people and expecting them to work as a team is not enough.

In a hybrid world, this is more true than ever.

Hybrid teams do not succeed by accident.

They succeed when we understand behavioural strengths, communicate clearly and design the team experience with intention.

When we do this, hybrid working becomes a genuine competitive advantage.

Get in touch to see how we can help.

Get in touch to book your free consultation

Speak to a Belbin expert about how your teams work and how behaviour impacts performance. On submission, one of our friendly team will get in touch within 24 hours. We look forward to meeting you!