In the short video above Jo talks about why teams matter - why teams are so important in the workplace. Read the full story below:

Recent research carried out by Gallup, Ernst and Young and others has shown that there is a need for teams within organisations. Ernst and Young, in May 2013 summarised some of their findings as follows:

“Almost 9 out of 10 companies surveyed agree that the problems confronting them are now so complex that teams are essential to provide effective solutions.”  

“An overwhelming majority of respondents think that their organization’s ability to develop and manage teams will be essential for their future competitiveness.”

This leads us to the conclusion that the success of an organisation is linked to the success of its teams. Teams are often the key step in linking the talents of individuals to the success of the organisation. Antony Jay put this well in the forward of 'Management Teams, Why they Succeed or Fail' by Meredith Belbin: “It is not the individual but the team that is the instrument of sustained and enduring success.”  

What is a Team?

There are always plenty of articles, books, papers, and news articles that talk about teams and teamwork. They tend to be very general, and don’t always link up to practical business situations. Perhaps a better question to ask is:

What makes up an effective Team?

There are many points that can be discussed, but the key aspects are as follows:

  • A team must have a purpose. Its purpose should be clear, communicated and understood.
  • Members are chosen for what they can contribute “Who is in a team matters less than how the team members interact, structure their work, and view their contributions.” Google
  • Dynamic interaction – this only happens when there is a lack of hierarchy and an agreed purpose. Everyone needs to understand when they need to make their contribution.
  • Shared leadership – this should be rotated, depending on where the team is in relation to the business objective.
  • Psychological safety is critical – team members must trust one another.
  • Small enough to be productive – often overlooked, but critical.  “Small teams can deliver results faster, engage people better, and stay closer to their mission.” Ernst and Young, May 2013 “If I see more than two pizzas for lunch, the team is too big.” Jeff Bezos, Amazon CEO

Teams need to be put together with care

“Simply putting together a number of people and expecting them to work as a team is not enough.” This is in essence what we believe in at Belbin HQ. For teams to be effective you need to work with them and provide teams and managers with the tools that they need to succeed.

Gallup’s survey: ‘The Matrix: Teams Are Gaining Greater Power in Companies’ (May 2016), highlights the importance of the role of managers within teams: “70% of the variance in employee engagement scores is attributable to managers and how effectively they guide their teams.”

We need to help managers:

  • Identify the individual strengths in the team;
  • Define and communicate clear goals;
  • Develop an atmosphere which encourages members to share their strengths and weaknesses;
  • Foster relationships that exploit strengths and manage weaknesses.

Identifying and Communicating strengths

An article published by Harvard Business School in 2016 called ‘Preparing the Self for Team Entry: How Relational Affirmation Improves Team Performance.’ reiterates the importance of communication within a team: “Making people aware of their own strengths results in better communication among team members and thus higher levels of performance.”

This is backed up by Rhodes (1991), who stated that: “Without open, explicit communication about tools and processes, individuals have trouble making clear to one another what they are doing.”


We believe Belbin Team Roles is the language and tool that managers and teams need.

Seminal research carried out by Dr Belbin and his team at Henley Management School has shown that an effective team needs access to nine different types of behaviour. We call these clusters of behaviours 'Team Roles'.

Once an individual understands their Team Role strengths and weaknesses, they have a language that can be used every day at work.

Managers can use this language to allocate the right roles to the right people; put together productive working relationships and ensure that weaknesses are managed without impacting on the collective strengths.

 Belbin Effective Teams

 

Next Steps?

For more information on how to implement the language of Belbin Team Roles throughout your organisation, or to discuss how to make the most out of your teams, please contact us at: team@belbin.com or phone 01223 264975.

Make 2017 the year of the team: Give managers the language and tools they need.

 

Find out Individual and Team strengths using Belbin Team Role Reports

Belbin Individual Reports

Before you can analyse your teams, you need to look at each individual's contribution. So, the first thing you will need to do is to generate a Belbin Individual Report for each member of the team.

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Belbin Team Reports

Whether you're forming a new team, introducing new people to an existing team, or trying to resolve issues within a team, a Belbin Team Report can help you to manage it.

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Why Use Belbin?

Belbin Team Roles are used to identify behavioural strengths and weaknesses in the workplace. Whether developing people, resolving conflict or fine-tuning high performance, Belbin Team Roles...

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Belbin Training and Workshops

How To Use Belbin: Practical Online Workshop

A hands-on online workshop to help you understand how to use Belbin Team Roles - to help you, your managers, teams and organisation!

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Remote Team Workshops

Now is a great time to spend time understanding how you work as a team. We can facilitate bespoke virtual Belbin workshops for you at all levels from board to new recruits.

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Online Belbin Accreditation

Belbin Team Role Accreditation is recommended for anyone who wants to use Belbin Team Roles to improve the performance of teams, and maximise working relationships.

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