Belbin and Novo Nordisk

Contributed by Winnie Li, Senior Leadership Development Manager at Novo Nordisk China.




Program Background

Novo Nordisk (Novo) strongly believes that corporate culture and values are 'the soil' that cultivates leaders. The difference in this soil directly impacts the focus of corporate leadership program. Novo, as a company, advocates “authentic leadership” and wishes everyone to “be themselves with more skills”. It also encourages leaders to find their own strengths and to use their strengths to lead and form teams. Consequently, their teams reach high team performance: 1+1 > 2.

Belbin and Novo Leadership Program

Belbin is integrated into the third and final stage of the leadership program. Unlike other program stages, this stage focuses more on team leadership and building high performing teams rather than individual leadership skills. What makes Stage 3 unique is that Novo will bring team members into this program. This feature enables participants to grasp the knowledge and apply it in their daily job at the same time.

To kick-start the program, Novo host a two-day training starting with defining the Novo Nordisk leadership value and following with a Belbin report for team diagnosis. With the Belbin report to hand, Novo can design workshops and/or one-on-one feedback sessions with the managers and/or person of interest. Usually, these workshops focus on three main topics:

1. Delegation/Project Team

By combining individuals' Belbin Team Roles and the team objective, the team can assign the right tasks/responsibilities to the right person.

2. Co-operation with Stakeholders

Understanding how Team Roles can be used to understand stakeholders. This enables more effective communication and interaction between the two parties.

3. Elevate Team Spirit

Understand what it takes to achieve team efficiency, and explore as a team how to drive personal behaviour change to elevate team spirit.

The Belbin reports have allowed Novo to use the “human” angle in discovering and resolving business problems. Its practicality fosters such 'seamlessness' between the Novo leadership program and line business.

Furthermore, Belbin recognizes the necessity of each member’s contribution and their value and meaning to the team. No longer does Novo assesses a manager solely based on their individual personality and abilities, but brings the manager into the team and looks at their impact on the teams.