• Belbin’s Team Role Theory was developed by Dr.

Meredith Belbin, an international management

consultant.
• It looks to identify certain roles that people naturally prefer to take on in a team environment and
how this team composition affects the productivity of the group.
• Belbin’s theory suggests that each team member should play different roles, based on the
characteristics and skills they bring to the group, for it to be successful.
• Belbin’s Team Roles recognize that teams are most effective when their members pull together
different strengths, perspectives, and experiences to work towards their common goal.
Components of a balanced team
 • Conclusion
• The Belbin Team Role model is a great tool for understanding how people work together in teams.
It can help you identify the strengths and weaknesses of each team member, and it can also help
you understand how to communicate with each other more effectively.
• By using this model, you can create a more productive and cohesive team that works well
together.

• The Belbin Team Role model is a helpful tool for assessing team members and roles within a
team. It can help teams identify areas of strengths and weakness, as well as a potential conflict.
By understanding the different team roles, teams can work together more effectively to
accomplish their goals.
Shaper
• Provides the necessary drive to ensure that the team keeps moving and does not lose focus or
momentum. This person is likely to act as an initiator, challenging the team with difficult tasks and
setting clear expectations for success.
• Strengths: Challenging, dynamic, thrives on pressure. Has the drive and courage to overcome
obstacles.
• weaknesses: Can be prone to provocation, and may sometimes offend people's feelings.
• Implementer
• Needed to plan a workable strategy and carry it out as efficiently as possible.
• Strengths: Practical, reliable, efficient. Turns ideas into actions and organises work that needs to
be done.
weaknesses: Can be a bit inflexible and slow to respond to new possibilities.
Completer finisher
• Most effectively used at the end of tasks to polish and scrutinise the work for errors, subjecting it
to the highest standards of quality control.
• Strengths: Painstaking, conscientious, anxious. Searches out errors. Polishes and perfects.
• Allowable weaknesses: Can be inclined to worry unduly, and reluctant to delegate.

Plant
• Tends to be highly creative and good at solving problems in unconventional ways.
• Strengths: Creative, imaginative, free-thinking, generates ideas and solves difficult problems.
weaknesses: Might ignore incidentals, and may be too preoccupied to communicate effectively.
• Monitor Evaluator
• Provides a logical eye, making impartial judgements where required and weighs up the team's
options in a dispassionate way.
• Strengths: Sober, strategic and discerning. Sees all options and judges accurately.
• weaknesses: Sometimes lacks the drive and ability to inspire others and can be overly critical.

• Specialist
• Brings in-depth knowledge of a key area to the team.
• Strengths: Single-minded, self-starting and dedicated. They provide specialist knowledge and
skills.
• weaknesses: Tends to contribute on a narrow front and can dwell on the technicalities.
• Coordinator
• Needed to focus on the team's objectives, draw out team members and delegate work
appropriately.
• Strengths: Mature, confident, identifies talent. Clarifies goals.
• Allowable weaknesses: Can be seen as manipulative and might offload their own share of the
work.

• Team Worker
• Helps the team to gel, using their versatility to identify the work required and complete it on
behalf of the team.
• Strengths: Co-operative, perceptive and diplomatic. Listens and averts friction.
• Allowable weaknesses: Can be indecisive in crunch situations and tends to avoid confrontation.
• Resource investigator
• Uses their inquisitive nature to find ideas to bring back to the team.
• Strengths: Outgoing, enthusiastic. Explores opportunities and develops contacts.
• weaknesses: Might be over-optimistic, and can lose interest once the initial enthusiasm has
passed.

• Reference
• https://coachfoundation.com/blog/belbin-team-role-model/
• https://coachfoundation.com/blog/belbin-team-role-model/
• The DiSC model was based on research conducted by Dr. William Moulton Marston in 1928 while
he was writing the book The Emotions of Normal People.
• The DiSC model is a tool used to measure one’s personality and behavioral style.
1. Dominance (D) – confident, demanding, outspoken, and sometimes brutally honest. These
individuals are results-oriented and holistic thinkers.
2. Influence (i) – open, trusting, enthusiastic, and energetic. These individuals like to influence or
persuade others.
3. Steadiness (S) – cooperation, dependability, patience, sincerity, and loyalty.
These individuals are cool, calm, and collected and do not like to be rushed.
4. Conscientiousness (C) – quality, accuracy, competency, and expertise. These individuals are
detail-oriented, fear being wrong, and enjoy their independence.