The Belbin Model: Self Perception Inventory 1

Belbin’s Team Roles

A Self- Perception Inventory

Directions: For each section, distribute a total of ten points among the sentences which you think
most accurately describe your behaviour. These points may be distributed among several sentences:
in extreme cases they may be spread among all the sentences or all ten points may be given to a
single sentence. Enter the points on the Points Table behind.

Section 1. What I believe I can contribute to a team:

(a) I think I can quickly see and take advantage of new opportunities.

(b) My comments both on general and specific topics are well received.

(c) I can work well with a wide range of people.

(d) Producing ideas is one of my natural assets.

(e) My ability rests in being able to draw people out whenever I

detect they have something of value to contribute to group objectives.

(f) I can be relied upon to finish any task I undertake.

(g) My technical knowledge and experience is usually my major asset.

(h) I am prepared to be blunt and outspoken in the cause of making the right things happen.

(i) I can usually tell whether a plan or idea will fit a particular situation.

(j) I can offer a reasoned and unbiased case for alternative courses of action.

Section 2. If I have a possible shortcoming in teamwork, it could be that:

(a) I am not at ease unless meetings are well structured and controlled and generally
well conducted.

(b) I am inclined to be too generous towards others who have a valid viewpoint
that has not been given a proper airing.

(c) I am reluctant to contribute unless the subject deals with an area I know well.

(d) I have a tendency to talk a lot once the group gets on to a new topic.

(e) I am inclined to undervalue the importance of my own contributions.

(f) My objective outlook makes it difficult for me to join in readily and enthusiastically
with colleagues.
The Belbin Model: Self Perception Inventory 2

(g) I am sometimes seen as forceful and authoritarian when dealing with important issues.

(h) I find it difficult to lead from the front, perhaps because I am over-responsive
to group atmosphere.

(i) I am apt to get too caught up in ideas that occur to me and so lose track of what is
happening.

(j) I am reluctant to express my opinions on proposals and plans that are incomplete or
insufficiently detailed.

Section 3. When involved in a project with other people:

(a) I have an aptitude for influencing other people without pressurising them.

(b) I am generally effective in preventing careless mistakes or omissions from

spoiling the success of an operation.

(c) I like to press for action to make sure that the meeting does not waste time or
lose sight of the main objective.

(d) I can be counted on to contribute something original.

(e) One can be sure I will just be my natural self.

(f) I am always ready to back a good suggestion in the common interest.

(g) I am quick to see the possibilities in new ideas and developments.

(h) I try to maintain my sense of professionalism.

(i) I believe my capacity for judgement can help to bring about the right decisions.

(j) I can be relied on to bring an organised approach to the demands of the job.

Section 4. My characteristic approach to group work is that:

(a) I maintain a quiet interest in getting to know colleagues better.

(b) I contribute where I know what I am talking about.

(c) I am not reluctant to challenge the views of others or to hold a minority view myself.

(d) I can usually find a line of argument to refute unsound propositions.

(e) I think I have a talent for making things work once a plan has to be put into operation.
The Belbin Model: Self Perception Inventory 3

(f) I have a tendency to avoid the obvious and to open up lines that have not been explored.

(g) I bring a touch of perfectionism to any team job I undertake.

(h) I like to be the one to make contacts outside the group or the firm.

(i) I enjoy the social side of working relationships.

(j) While I am interested in hearing all views I have no hesitation in making up my mind
once a decision has to be made.

Section 5. I gain satisfaction in a job because:

(a) I enjoy analysing situations and weighing up all the possible choices.

(b) I am interested in finding practical solutions to problems.

(c) I like to feel I am fostering good working relationships.

(d) I can have a strong influence on decisions.

(e) I have a chance of meeting new people with different ideas.

(f) I can get people to agree on priorities and objectives.

(g) I feel in my element where I can give a task my full attention.

(h) I like to find a field that stretches my imagination.

(i) I feel that I am using my special qualifications and training to advantage.

(j) I usually find a job gives me the chance to express myself.

Section 6. If I am suddenly given a difficult task with limited time and unfamiliar people:

(a) I usually succeed in spite of the circumstances.

(b) I like to read up as much as I conveniently can on the subject.

(c) I would feel like devising a solution of my own and then trying to sell it to the group.

(d) I would be ready to work with the person who showed the most positive approach.

(e) I would find some way of reducing the size of the task by establishing how different
individuals can best contribute.
The Belbin Model: Self Perception Inventory 4
(f) My natural sense of urgency would help to ensure that we did not fall behind schedule.
(g) I believe I would keep cool and maintain my capacity to think straight.

(h) In spite of conflicting pressures I would press ahead with whatever needed to be done.

(i) I would take the lead if the group was making no progress.

(j) I would open up discussions with a view to stimulating new thoughts and getting
something moving.

Section 7. With reference to the problems I experience when working with groups:

(a) I am apt to over-react when people hold up progress.

(b) Some people criticise me for being too analytical.

(c) My desire to check that we get the important details right is not always welcome.

(d) I tend to show boredom unless I am actively engaged with stimulating people.

(e) I find it difficult to get started unless the goals are clear.

(f) I am sometimes poor at putting across complex points that occur to me.

(g) I am conscious of demanding from others the things I cannot do myself.

(h) I find others do not give me enough opportunity to say all I want to say.

(i) I am inclined to feel I am wasting my time and would do better on my own.

(j) I hesitate to express my personal views in front of difficult or powerful people.

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The Belbin Model: Self Perception Inventory 5
Belbin Self Perception Inventory
Answer Sheet
Check that the total for each row = 10.

Section Items
a b c d e f g h i j
I
II
III
IV
V
VI
VII

Belbin Self Perception Inventory

Analysis Table
Check that the total for each row = 10.

Section Team Roles

CO SH PL ME IM TW RI CF SP N/A
I e h d j i c a f g b

II b g i f a h d j c e

III a c d i j e g b h f

IV j c f d e a h g b i

V f d h a b c e g i j

VI e i c g h d j f b a

VII g a f b e j d c i h

Totals

Rank
1=high
The Belbin Model: Self Perception Inventory 6
Team Balance Sheet
In the table below, enter the names of your team members alongside their preferred roles.
Their highest scoring one will go under “Primary Preference”, the second highest under
“Secondary Preference” and the third highest under “Tertiary Preference.” You can have
more than one name in any box.

TEAM ROLE PRIMARY SECONDARY TERTIARY TOTALS

PREFERENCE PREFERENCE PREFERENCE (rows)

Coordinator
(CO)
Shaper
(SH)
Plant
(PL)
Resource
Investigator
(RI)
Monitor
Evaluator
(ME)
Implementer
(IM)
Teamworker
(TW)
Completer
Finisher
(CF)
Specialist
(SP)

Missing Roles or Gaps:

Look at the rightmost column and write here the team roles that have a total of “0”.

Over-represented Roles or Surpluses:

Look at the rightmost column and write here the team roles with totals equal to or greater
than 50% of the number of people in your team.
The Belbin Model: Self Perception Inventory 7

Assignment 8
During the midterm you were a member of a team. Write a report reviewing and critically
evaluating the performance of your team on that exercise. Your report should concentrate on how
the team functioned rather than the technical aspects of the midterm exercise itself. In particular you
should include comments on:
a) The team’s Belbin profiles.

b) The team lifecycle.

c) Decision making procedures.

d) Conflict within the team.

e) Team leadership.