Contenu connexe Similaire à Your Team is Agile, But is it Performing? (20) Your Team is Agile, But is it Performing? 2. Anton McBurnie
Anton brings to 3Circle Partners many
years of hands-on experience
successfully growing, managing and
turning around companies all over the
world
• Co-author of “The Third Circle – Interactions
That Drive Results”
• His previous positions include:
San Francisco Bay Area, California
anton@3circlepartners.com
(650) 533-5946
• President of Canadian affiliate of Estée
Lauder Cosmetics
• President of Sparks.com, an Internet start-up
• COO of Premier Salons International, a 1500
unit retail chain of beauty salons
• General Management roles for L'Oréal in
Japan, Hong Kong, and France as well as for
Procter & Gamble in the UK.
• Anton earned his MBA from the London
Business School
2
3. The formation of effective teams is
more by good fortune than good
judgment….
it doesn’t quality team performance way! accident.
have to be that is not an
Rapid, high
It requires discipline & effective interaction skills:
Balanced, diverse team
Effective process
Relevant experience
© Copyright 2011 3Circle Partners LLC
3
4. Dr. Meredith Belbin from Cambridge
University devoted over 10 years of
research into team effectiveness.
What emerged:
9 distinct and identifiable clusters of behavior
– (or areas of contribution).
When all 9 of these areas of contribution were
present in a balanced way, the team had
higher predictability for success.
These nine predictable behavior patterns
became known as the Belbin Team Roles
He demonstrated that with a careful balance of technical skills and the
optimal behavior patterns, we can select and develop teams with a
predictably higher degree of success.
© Copyright 2011 3Circle Partners LLC
4
5. PREDICTING TEAM PERFORMANCE
A typical
example of
Belbin’s ability
to predict the
order of finish of
teams in the
Henley
Management
Simulations.
Predicted
Order of
Finish
Actual
Order of
Finish
1
1
2
3
3
2
4
4
4
5
5
5
Actual
The red X's on the graph represent the different teams
participating in the simulation.
1
X
X
2
3
X
X
X
5
4
3
2
Predicted
1
Red X’s on the diagonal line represent where Belbin's
predictions and the team's performance matched
exactly.
© Copyright 2011 3Circle Partners LLC
5
6. A tendency to behave, contribute, and
interrelate with others in a particular way
--when working in a team
(versus a “Functional Role,” which refers to the
job demands that a person has to meet by
supplying the requisite technical skills and
operational knowledge)
© Copyright 2011 3Circle Partners LLC
6
7. THE BELBIN TEAM ROLES
Nine Roles Identified
The team roles for fall into
three categories for each
person:
Natural or
Preferred
roles
Manageable
roles they can
assume
Least Preferred
roles
As individuals differ greatly in personality &
behavior, so too will their team role compositions
vary.
© Copyright 2011 3Circle Partners LLC
7
8. BELBIN TEAM ROLES – KEY CONCEPTS
• Focus on what you do
best
• Be aware of and manage
your Allowable
Weaknesses
© Copyright 2011 3Circle Partners LLC
8
10. THE 9 BELBIN TEAM ROLES
Team Role Contribution
Allowable Weakness
Ignores incidentals. Too preoccupied to fully communicate.
Monitor Evaluator
ME
Sober, strategic and discerning. Sees
all options and judges accurately.
Lacks drive and ability to inspire
others. Can be overly critical.
Specialist
SP
Single-minded, self-starting, dedicated.
Provides rare knowledge and skills.
Contributes only on a narrow
front. Dwells on technicalities.
SH
Challenging, dynamic, thrives on pressure.
Has drive to overcome obstacles.
Prone to provocation.
Offends people's feelings.
Implementer
IMP
Practical, reliable, efficient. Turns ideas
into actions and organizes tasks.
Somewhat inflexible. Slow
to respond to new possibilities.
CF
Painstaking, conscientious, anxious.
Finds errors. Polishes and perfects.
Inclined to worry unduly.
Reluctant to delegate.
Coordinator
Action
Creative, imaginative, free-thinking.
Generates ideas & solves hard problems.
Completer Finisher
People
PL
Shaper
Thinking
Plant
CO
Mature, confident, identifies talent.
Clarifies goals. Delegates effectively.
Can be seen as manipulative.
Offloads own share of the work.
Team Worker
TW
Co-operative, perceptive and diplomatic.
Listens and averts friction.
Indecisive in crunch situations
Avoids confrontation.
Outgoing, enthusiastic, communicative.
Explores opportunities, develops contacts
Over-optimistic. Loses interest
once initial enthusiasm expires.
Resource Investigator RI
© Copyright 2011 3Circle Partners LLC
10
12. PLANT (PL)
WEAKNESSES
Allowable
Out of touch with reality
Ignores incidentals
Non-Allowable
Strong ownership of
ideas when cooperation
would yield better results
Discounts other peoples
ideas
© Copyright 2011 3Circle Partners LLC
12
15. SPECIALIST (SP)
Individual
Characteristics
Contribution to the
Team
Has rare skills or
knowledge
Ignores factors
outside own
areas of competence
Dedicated and
professional
Single-minded
Keeps up to date
Accurate information
Aware of new
developments
© Copyright 2011 3Circle Partners LLC
15
23. COORDINATOR (CO)
Individual
Characteristics
Strong sense of
objectives
Contribution to the
Team
Leads through
empowerment
Promotes decision- Chairs meetings
making
Promotes team
Delegates readily
contribution
Good chairman
© Copyright 2011 3Circle Partners LLC
23
29. BELBIN TEAM ROLES – KEY CONCEPTS
• Focus on what you do best:
– Understand and excel in your natural, preferred roles &
manage, rather than struggle to be good at your leastpreferred roles
• Be aware of and manage your Allowable Weaknesses:
– This is the price to be paid for being good in your preferred
roles, e.g., a strong Shaper is going to hurt some peoples
feelings as they forge ahead
– Ensure that Allowable Weakness does not become
“Disallowable”:
• Lose a Plant’s attention during a meeting because they are dreaming up a
creative solution = OK
• Plant forgets to come to meeting because they are thinking about something
else = NOT OK!
© Copyright 2011 3Circle Partners LLC
29
31. This report provides an overview of Team Roles as seen by yourself and others, in order from
most prominent (column 1) to least (column 9). Your overall Team Role composition is not simply
an average of each individual line, but a weighted integration of your perceptions and your
Observers' views, which takes many factors into account.
Anton McBurnie
Analysis of your Team Role Composition
This report is based on your Self-Perception plus 6 Observer Assessments.
This report provides an overview of Team Roles as seen by yourself and others, in order from
most prominent (column 1) to least (column 9). Your overall Team Role composition is not simply
an average of each individual line, but a weighted integration of your perceptions and your
1
2
4
5
6
7
8
9
Observers' views, which takes many factors into account. 3
Anton McBurnie's Self-Perception
RI
PL
SH
CO
SP
ME
TW
CF
IMP
Observers:
This report is based on your Self-Perception plus 6 Observer Assessments.
Bernadette McBurnie
PL
RI
SH
ME
TW
CO
Max Isaac
RI
1
PL
2
SH
3
SP
4
CF
5
ME CO7 IMP8 TW 9
6
Maggie Carveth
RI
PL
SH
ME
CO
TW
SP
CF
IMP
Patrick Ballin
RI
SH
CO
ME
PL
SP
TW
CF
IMP
CO
TW
RI
PL
SP
CF
ME
IMP
SH
CO
PL
RI
RI
ME
SH
PL TW SP IMP CF SH
ME TW CO SP CF IMP
Anton McBurnie's Self-Perception
RI
Observers: Hensley
Susan
Allison Barber
Bernadette McBurnie
Max Isaac
PL
RI
Maggie Carveth
PL
RI
Observers' Overall Views
PL
RI
Patrick Ballin
PL
RI
SH
Susan Hensley
RI
CO
PL
Allison Barber
CO
RI
Your Overall Team Role Composition
Observers' Overall Views
TW
SH
SH
CO
SH
CO
CO
RI
ME
CO
SP
SH
ME
ME
SH
PL
SP
CF
ME
CO
PL
ME
SP
ME
ME
TW
TW
SP
SP
CF
SP
TW
CO
SP
SP
TW
TW
ME
CF
CF
IMP
IMP
IMP
CF
CF
IMP
CF
CF
TW
IMP
IMP
IMP
IMP
SH
PL
TW
SP
IMP
CF
SH
© Copyright 2011RI
3Circle Partners LLC SH
PL CO
ME
TW
SP
CF
31
IMP
32. Anton McBurnie
Comparing Self and Observer Perceptions
This report is based on your Self-Perception plus 6 Observer Assessments.
The bar graph in this report shows how you perceive your Team Role contributions, in
comparison to your Observers' views. The table below the graph shows the percentile scores for
Self-Perception and Observers.
Percentile
100
Differences of 40 or more
90
80
This report is based on your Self-Perception plus 6 Observer Assessments.
70
60
Ferrari ?
Percentile
100
50
90
40
80
70
30
60
20
50
10
40
0
30
SPI Obs
SPI Obs
SPI Obs
SPI Obs
SPI Obs
SPI Obs
SPI Obs
SPI Obs
SPI Obs
PL
CO
SH
ME
SP
TW
CF
IMP
20
RI
10
Team Role
0
SPI Obs
SPI Obs
RI
PL
SPI Obs SPI Obs SPI Obs Partners LLC SPI Obs
© Copyright 2011 3Circle SPI Obs
CO
SH
ME
SP
TW
SPI Obs
SPI Obs
CF
IMP
32
33. A FERRARI IN MY GARAGE ?
Hidden strengths — strengths that people don’t recognize
in themselves — are potential assets that are going to
waste
33
© Copyright 2011 3Circle Partners LLC
34. Anton McBurnie
Comparing Self and Observer Perceptions
This report is based on your Self-Perception plus 6 Observer Assessments.
The bar graph in this report shows how you perceive your Team Role contributions, in
Fake Ferrari
comparison to your Observers' views. The table below the graph shows the percentile scores for
Self-Perception and Observers.
Percentile
100
?
Differences of 40 or more
90
80
This report is based on your Self-Perception plus 6 Observer Assessments.
70
60
Ferrari ?
Percentile
100
50
90
40
80
70
30
60
20
50
10
40
0
30
SPI Obs
SPI Obs
SPI Obs
SPI Obs
SPI Obs
SPI Obs
SPI Obs
SPI Obs
SPI Obs
PL
CO
SH
ME
SP
TW
CF
IMP
20
RI
10
Team Role
0
SPI Obs
SPI Obs
RI
PL
SPI Obs SPI Obs SPI Obs Partners LLC SPI Obs
© Copyright 2011 3Circle SPI Obs
CO
SH
ME
SP
TW
SPI Obs
SPI Obs
CF
IMP
34
35. OR A FAKE FERRARI?
© Copyright 2011 3Circle Partners LLC
35
36. This report isAnton McBurnie
based on 6 Observer Assessments.
Observed Team Role Strengths and Weaknesses
Associated
Strengths
The bar graph in this report shows your Observers' responses broken down into the strengths
Weaknesses
and associated weaknesses for each Team Role. An associated weakness is termed allowable if
it operates alongside the observed strengths of the Team Role.
PL
RI
This report is based on 6 Observer Assessments.
CO
Associated
Weaknesses
Strengths
SH
ME
PL
Are these
weaknesses
allowable ?
TW
RI
IMP
CO
CF
SH
© Copyright 2011 3Circle Partners LLC
SP
36
38. BELBIN TEAM MAPPING
Use the OVERALL ranking
(see page 3 of your report)
PL
Thinking
ME
x
x
x
x
x
CF
x
x
x
CO
TW
RI
x
x
x
x
x
x
x
For each Team Role:
•
•
•
•
x
x
IMP
People
x
SP
SH
Action
x
Surplus ?
Void ?
Tendencies?
What adjustments
will be required ?
x
x
© Copyright 2011 3Circle Partners LLC
38
39. White Paper Presented at the 2012
International Scrum Alliance Conference in
Barcelona, Spain
Creating Champion Teams
Organizational Development and
ScrumMasters Unite to Outfit Teams with New
Tools for Success
By
Karen L. Bruns, Certified ScrumMaster
Marsha L. Egbert, Director, Organization Development
39
40. Team
Team
Team
Team
Team
Team
Team
Team
Team
Team
Team
Member Member Member Member Member Member Member Member Member Member Member
1
2
3
4
5
6
7
8
9
10
11
TEAM
WUJI
Plant
PL
Monitor
Evaluator
ME
Specialist
SP
Shaper
SH
Implementer
IMP
Completer
Finisher
CF
Coordinator
CO
Teamworker
TW
Resource
Investigator
RI
18
9
5
Insight 1: The team had an overabundance of thinking skills.
Insight 2: The team was weak in the “people” skills.
Insight 3: The project manager was the most action-oriented team member.
© Copyright 2011 3Circle Partners LLC
40
42. TUESDAY JANUARY 21st, 2014
The formation of effective teams is more by good fortune than good
judgment…….it doesn’t have to be that way!
10:00am to 11:30am: Part 1 – Discover Belbin Team Roles and Understand
How To Play To Your Strengths and Manage Your Weaknesses
1:00pm to 2:30pm: Part 2 – Learn How Team Mapping Can Optimize The
Contribution Of Every Member Of Your Team
* Learn about a research-based approach to team collaboration, predicting team success and
optimizing all the individual resources available in the team
* DO THE BELBIN ASSESSMENT and Discover your most (and least) preferred roles on a team and
understand how to play to your strengths and manage your weaknesses
* Learn how Belbin Team Roles provides a common, shared language to discuss the difficult
interpersonal issues on a team without creating a defensive reaction
* Use Team Mapping as a way to optimize the contribution of every member of your team
44. After the webinar…
THANK YOU!
• We will send directions to collect the PDU you will earn
from attending this webinar
• We will also send a links to the recorded webinar and
presentation slides once they are posted online
For more information, visit www.cprime.com
© 2013, cPrime Inc. All Rights Reserved
45. These training materials, procedures and systems herein contained or depicted are the sole and exclusive property of 3Circle
Partners, L.L.C.. (“3Circle Partners”).
The contents hereof contain proprietary trade secrets that are the private and confidential property of 3Circle Partners. Unauthorized
use, disclosure, or reproduction of any kind of any material contained in this presentation is expressly prohibited. The contents
hereof are to be returned immediately upon termination of any relationship or agreement giving user authorization to possess or
use such information or materials.
Any unauthorized or illegal use shall subject the user to all remedies, both legal and equitable, available to 3Circle Partners. This
material may be altered, amended or supplemented by 3Circle Partners from time to time. In the event of any inconsistency or
conflict between a provision in this material and any federal, provincial, state or local statute, regulation, order or other law, such law
will supersede the conflicting or inconsistent provision(s) of this material in all properties subject to that law.
Notes de l'éditeur When we do have all 9 covered – with the appropriate diversity and balanceThat along with an effective process and relevant experience is the recipe for a high-performing team.Not left to chance or luck – we can duplicate and sustain a high-performing team with this knowledge. Sample of predictions and 86% accuracy