Team Roles Questionnaire

Modified from R. M Belbin

Management Teams: why they succeed or fail
London: Heinemann, 1981

Instructions

Seven situations appear below. After questionnaire will be for you.

each of them, eight answers are given.
For each of the seven situations you have Take one situation at a time. Without
ten votes. Your task is to spread your ten spending too much time on the task, mark
votes over the eight answers in such a the answers to that situation which are true
way that the number of votes for an for you some of the time. Then spread your
answer indicates how true it is for you in ten votes over the marked answers in such
that situation. a way that the truer the answer, the greater
the number of votes.
You may distribute the votes for each item
in any way you wish. You may give most You may behave differently to some
of the votes to one answer, or give at least extent in different teams and groups. The
one vote to most answers. The total votes results may therefore be more consistent if
for any item, however, must add to 10. you have one particular team in mind
There are no 'right' answers - the more when you answer the questions.
truthfully you answer, the more useful the

Your
Situation 1 Answers
Vote
a) I think I can quickly see and take advantage of new opportunities.
b) I can work well with a very wide range of people.
c) Producing ideas is one of my natural assets.
d) My ability rests in being able to draw people out whenever I
What I believe I detect they have something of value to contribute to the group.
can contribute to a e) My capacity to follow through has much to do with my personal
work team or effectiveness.
group...
F) I am ready to face temporary unpopularity if it leads to
worthwhile results in the end.
g) I can usually sense what is realistic and likely to work.
h) I can offer a reasoned case for alterative courses of action without
introducing bias or prejudice.
 Your
Situation 2 Answers
Vote
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 have a tendency to talk too much once the group gets onto new
ideas.
If I have a possible d) My objective outlook makes it difficult for me to join in readily
shortcoming and enthusiastically with colleagues.
working in groups, e) I am sometimes seen as forceful an autocratic if there is something
it could be that. . . which needs doing.
f) I find it hard to lead from the front, perhaps because I am over-
responsive to group atmosphere.
g) I am apt to get too caught up in ideas that occur to me and so lose
track of what is happening.
h) My colleagues tend to see me as worrying unnecessarily over detail
and the possibility that things may go wrong.

Your
Situation 3 Answers
Vote
a) I have an aptitude for influencing people without pressuring them.
b) My general vigilance prevents careless mistakes and omissions
being made.
c) I am ready to press for action to make sure that we do not waste
time or lose sight of the main objective.
When involved in d) I can be counted on to contribute something original.
a group project... e) I am always ready to back a good suggestion in the common
interest.
f) I am keen to look for the latest in new ideas and developments.
g) I believe my capacity for judgement can help to bring about the
right decisions.
h) I can be relied upon to see that all essential work is organised.

Your
Situation 4 Answers
Vote
a) I have a quiet interest in getting to know colleagues better.
b) I am not reluctant to challenge the views of others or to hold a
minority view myself.
c) I can usually find a line of argument to refute unsound
propositions.
My characteristic d) I think I have a talent for making things work once a plan has to be
approach to work put into operation.
in groups is that..... e) I have a tendency to avoid the obvious and to come out with the
unexpected.
f) I bring a touch of perfectionism to any job I undertake.
g) I am ready to make use of contacts outside the group itself.
h) While I am interested in all views I have no hesitation in making
up my mind once a decision has to be made.
 Your
Situation 5 Answers
Vote
a) I enjoy analysing situations and weighing up all possible choices.
b) I am interested in finding practical solutions to problems.
c) I like to feel I am fostering good working relationships.
I gain satisfaction in d) I can have a strong influence on decisions.
a group task
because..... e) I can meet people who may have something new to offer.
f) I can get people to agree on a necessary course of action.
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.

Your
Situation 6 Answers
Vote
a) I would feel like retiring to a comer to devise a way out of the
impasse before developing a line.
b) I would be ready to work with the person who showed the most
positive approach.
c) I would find some way of reducing the size of the task by
If I were suddenly establishing what different individuals might best contribute.
faced with a d) My natural sense of urgency would help to ensure that we did not
difficult task with fall behind schedule.
limited time and e) I believe I would keep cool and maintain my capacity to think
unfamiliar people straight.
f) I would retain a steadiness of purpose in spite of the pressures.
g) I would be prepared to take a positive lead if I felt the group was
making no progress.
h) I would open up discussions with a view to stimulating new
thoughts and getting something moving.
 Your
Situation 7 Answers
Vote
a) I am apt to show my impatience with those who are obstructing
progress.
b) Others may criticise me for being too analytical and insufficiently
intuitive.
c) My desire to ensure that work is properly done can hold up
With reference to proceedings.
the problems to d) I tend to get bored rather easily and rely on one or two stimulating
which I am subject members to spark me off.
in working in e) I find it difficult to get started unless goals are clear.
groups… f) I am sometimes poor at explaining and clarifying the complex
points that occur to me.
g) I am conscious of demanding from others the things 1 cannot do
myself.
h) I hesitate to get my points across when I run up against real
opposition.

Scoring
First transfer your scores from the questionnaire to the appropriate box below. Check that the
scores within each row add up to 10. Sum the scores in each column to give a score for each
of eight styles:

1d 1f 1e 1g 1h 1c 1a 1b
2b 2e 2h 2a 2d 2g 2c 2f
3a 3c 3b 3h 3g 3d 3f 3e
4h 4b 4f 4d 4c 4e 4g 4a
5f 5d 5g 5b 5a 5h 5e 5c
6e 6g 6d 6f 6e 6a 6h 6b
7g 7a 7c 7e 7b 7f 7d 7h
C D F I M 0 R S
Brief Description of Roles
C The co-ordinator provides leadership (in the conventional sense of the term) by
Co-ordinator coordinating the efforts and contributions of team members. After encouraging
contributions from others, the Coordinator sums up the team verdict. Often a
fairly subtle form of leadership which consists of encouraging contributions
from others. Controls the way in which the team moves forward towards group
objectives. Helps to achieve the best use of the team's resources by recognising
the team's strengths and weaknesses. Ensures that each team member's
potential is used.

D Provides leadership (in the conventional sense of the term) by directing and
Driver controlling the team's members. Exerts a strong influence on the way in which
the team operates and the objectives it pursues. Directs attention to such
matters as setting goals and priorities. Imposes a predetermined shape on the
team's operating style.

F Provides attention to detail and follow-up, and instils a sense of urgency. Most
Finisher usefully given the role of checking final completion of team task. Often
valuable in an emergency. Protects the team from mistakes and omissions.
Searches for aspects of the work which require particular attention. Maintains
the team's sense of urgency.

I The backbone of the team in accomplishing detailed and practical outcomes. Is

Implementer best allowed a considerable amount of direct responsibility, and a principal
action role in implementing the group decisions. Turns concepts and plans into
practical working procedures. Carries out agreed plans systematically and
efficiently.

M The 'devils advocate', critiquing the ideas and suggestions offered by team'
Monitor- members. The Monitor-evaluator can usefully evaluate all new plans (which
Evaluator should seldom be implemented against the M's advice). Analyses problems.
Evaluates ideas and suggestions so that the team is better placed to take
balanced decisions.
O The 'ideas person' of the team, the prime source of ideas and innovation. Is
Originator best given an innovative role where ideas can be generated. Can also play a
strategic role such as forward planning. Advances new ideas and strategies,
with special attention to major issues. Looks for ways around problems
confronting the team.

R Develops contacts and aliases with the outside world. Acts as a source of
Resource outside information and ideas. Explores and reports on ideas, developments
Investigator and other resources from outside the group. Creates and maintains external
contacts which may be useful to the team. Negotiates with outside contacts.

S Maintains group harmony, member satisfaction, and team spirit to maintain

Supporter team effectiveness. Usefully fills support positions within a team. There are
often several in a team. Supports members in their strengths, for example by
building on their suggestions. Underpins members in their shortcomings.
Improves communication and fosters team spirit.
 Belbin's Team Roles Questionnaire

Description and Applications

R.M. Belbin, in his book Management One person may fill more than one role.
teams: why they succeed or fail, Some people have a number of preferred
(Heineman, London, 1981) reports on roles that are about equal in preference.
research he has conducted within They can successfully fill any of these
organisations over several years. His roles. Others have a clear preferred role but
intention was to determine why some with one or two 'back up' roles which they
teams succeed, and others fail. This can fill comfortably.
document outlines some of the
implications of his research. An effective team typically has either one
Co-ordinator or one Driver, and one each
The following material depends heavily of the other six team roles. With one
on Belbin's research, his book, and his person filling more than one role, a team
article 'Building effective management fewer than seven people is often, very
teams' in the April, 1976 issue of the effective.
Journal of General Management His
descriptions have been altered slightly so It is clearly, advantageous for people to
that the roles are less specific to particular fill the roles for which their strengths and
types of management or organisation. preferences suit them. However, for a
Some people find his terminology short time many people can fill roles
distracting, so some of the terms he uses which are well outside their usual
have been converted into more descriptive references provided they understand the
or neutral labels. importance of the role to the team's
effectiveness. It also helps if they are
One of Belbin's more important findings given some say in the role they are to fill.
was that overall team effectiveness
depends upon the knowledge team In those teams where there is a particular
members have of each other, and use. In gap in the list of roles it will often be
particular, members of more effective useful for the whole team to take
responsibility for filling that gap. In that
teams have a better knowledge of each way, the onerous burden of doing
other's strengths, are aware of the different something which does not come easily
team roles each of them can play, and use does not fall on only one person.
this knowledge within the team.
In some teams, all roles exist. Team
Team effectiveness also depends on functioning can still be enhanced by team
balance or complementarity in team roles. members understanding their particular
In the more effective teams each of a contribution, and learning more
number of distinct roles is filled by at least constructive ways of exercising it.
one team member. Some roles are better Understanding the other roles can also
filled by only one person - more than one make relationships more satisfying and
Co-ordinator or Driver is likely to interfere thus lift morale.
with team operation.
Belbin describes eight distinct team roles, fill. The section on typical behaviour may
and an additional "Specialist' role. With help you to identify the roles that your
the exception of the Specialist, these are colleagues most often play. Allowable
roles to do with team operation. They weaknesses are those characteristics that
concern the way the team handles the may go unavoidable with the person's
process of such things as management and strengths, and are therefore tolerable. The
problem solving and co-ordination. These two sections on methods for cultivation
roles are quite distinct from whatever and potential problems are intended to be
technical contribution (such as used by those people filling the role to help
engineering, accounting, production...) that them to make the most of their abilities in
particular people may make to team improving team effectiveness. The
functioning. The eight team roles are 'additional notes', sometimes included,
described below. serve a similar function. They often
include suggestions for how the team role
In the descriptions that follow, the role is may be exercised within a formal position
the particular contribution that the person's of leadership, or in some other position.
strengths and preferences allow him/her to

C Co-ordinator (Belbin's Chairman, CH)

The Co-ordinator provides leadership (in the conventional sense of the term)
by co-ordinating the efforts and contributions of team members. After
encouraging contributions from others, the Co-ordinator sums up the team
verdict. This is often a fairly subtle form of leadership that consists of
encouraging contributions from others.

Role Controlling the way in which the team moves forward towards group objectives.
Helping to achieve the best use of the team's resources by recognising the team's
strengths and weaknesses. Ensuring that each team member's potential is used.
Characteristics Typically calm, self-confident and controlled.
Typical Clarifying the goals and objectives of the group. Selecting problems on which
Behaviour decisions are to be made, and deciding the priorities. Helping to establish roles,
responsibilities and work boundaries within the team. Summing up feelings and
achievements within the team. Articulating group verdicts.
Positive Has a capacity for treating and welcoming all potential contributors on their
Qualities merits and without prejudice. Has a strong sense of objectives.
Allowable Tends to be no more than ordinary in terms of intellect or creative ability.
Weaknesses
Special Note Incompatible with other Co-ordinators, and with any Driver. Thus there can
usually only be one Co-ordinator in a team, or one Driver, but not both. The Co-
ordinator role may not necessarily be filled by the person of highest status or
position within the group.
Methods  Prepare the ground so that each meeting is structured and organised and the
Usefully necessary work can be done in the time available.
Cultivated  Encourage each person to play a part in the pursuit of the team's objectives.
Do this by identifying the objectives of the activity and the potential
contributions of each team member.
 Develop sensitivity to weaknesses in the team's make-up. Correct them by
changing team membership or reallocating or expanding roles within the
team with the cooperation of the people concerned.
 Co-ordinates resources inside and outside the team. Keep people oriented
towards team goals.
 Exercise personal self-discipline and perseverance in acting as a focal point
for team effort, especially at times of difficulty.
 Delegate appropriately. Consult and discuss when appropriate, but be ready
to move into decision making at the right time.

Potential  Don't take advantage of your formal role (if you have one) to hog the stage.
Problems  A void rigidity and obstinacy posing as grit and determination.
 Don't overlook individual strengths and preferences (including potential
strengths and preferences which can be further developed).
 Be careful to avoid competition with other team members, particularly the
Originator and the Monitor-evaluator. Acknowledge superior ability in
others.
 Avoid the temptation to abdicate when team members oppose you or become
apathetic.
Additional Points In a formal role as leader you may employ your talents directly. In such a role,
the effectiveness of your relationship with the team's Originator may be
important.

In a more junior role you can encourage team harmony and help to co-ordinate
group efforts and contributions without threatening the formal status of more
senior members. There may be times when you will achieve the best results by
disguising some of your talents, and using your strong ego to co-ordinate subtly
rather than lead from the front.
 D Driver (Belbin’s Shaper, SH)
Provide leadership (in the conventional sense of the term) by directing and
controlling the team’s members.

Role Exerting a strong influence on the way in which the team operates and the
objectives it pursues. Directing attention to such matters as setting goals and
priorities. Imposing a predetermined shape on the team's operating style.
Characteristics Typically highly strung, outgoing, dynamic.

Typical Shaping the team's roles, boundaries, responsibilities, tasks and objectives.
Behaviours Finding, or seeking to find, the pattern in the team's discussion. Pushing the
group towards agreement on policy, action and decision making. .
Positive qualities Displays strong drive. Shows a readiness to challenge inertia, ineffectiveness,
complacency or self-deception.
Allowable Has a proneness to provoke and irritate. Can be impatient. May be
Weaknesses uncomfortable with committees or project groups.
Special Notes Incompatible with other Drivers or Co-ordinators. Thus there can be either one
Driver or one Co-ordinator in a team, but not both.
Methods  Directing team attention to the need for objectives and priorities, and
Usefully helping to establish these clearly.
cultivated  Taking a wide perspective of the team's role and helping members to
perceive their own role within this.
 Exerting a directive influence on the group discussions and summing up the
outcomes in terms of the set objectives.
 Giving an appropriate pattern to team activities by co-ordinating the
contributions of team members.
 Keeping the objective in sight and maintaining an objective view of the
team's progress.
 Intervening when the team is off target, or following up inappropriate
suggestions or ideas.
Potential  A void using authority to steamroll team members.
Problems  Beware of assuming more authority than your status or the situation
warrants.
 A void the tendency to compete with other team members, particularly the
 Originator and Monitor-evaluator.
Additional Points One of your particular talents may be developing a sense of direction in a
leaderless team. You may often do so rather unsubtly, however, where a little
subtlety and consideration might be more effective. This same diplomacy will
strengthen your contribution as a junior team member.

In a formal leadership position you may find that adopting a Co-ordinator role
(above) may be more effective than your usual role if you have the self-
discipline to do so and to continue to use it.
 F Finisher (Belbin’s Completer-Finisher, CF)
Provides attention to detail and follow-up, and instils a sense of urgency.
Most usefully given the role of checking final completion of team tasks.
Often valuable in an emergency.

Role Protecting the team from mistakes and omissions. Searching for aspects of the
work which require particular attention. Maintains the team's sense of urgency.
Characteristics Typically painstaking, orderly, conscientious and anxious.

Typical Emphasising the need for task completion and the observance of targets and
Behaviours schedules. Promoting a sense of urgency. Looking for errors, omissions and
oversights.
Positive qualities Shows a capacity for seeing that the task is finished and to sufficient standards.
Tends to be a perfectionist which is often valuable.
Allowable Tends to worry about small things. Shows a reluctance to 'let go'.
Weaknesses
Methods  Generally keep an eye open for mistakes and omissions. Keep a particular
Usefully watch for those which fall between the .responsibility of two people.
cultivated  Choose an area of work where your abilities for finishing are important. '.
 During all stages of activity, look for mistakes which may later spoil the
finished product or decision.
 Give attention to those aspect of the work or activity which most demand it.
 Provide vigilance and help in maintaining and improving standards.
 Help the team to develop and maintain a sense of urgency.
Potential  Don't lose sight of the overall plan or objectives in too much attention to
Problems detail.
 Beware of negative thinking or destructive criticism.
 Don't let excessive worrying spoil the atmosphere and lower team
 I Implementer (Belbin’s Company Worker, CW)
The backbone of the team in accomplishing detailed and practical outcomes.
Is best allowed a considerable amount of direct responsibility, and a
principal action role in implementing the group decisions.

Role Turning concepts and plans into practical working procedures. Carrying out
agreed plans systematically and efficiently.
Characteristics Typically conservative, dutiful and predictable.

Typical Transforming talk and ideas into practical steps. Considering the feasibility of
Behaviours ideas. Trimming ideas so that they fit agreed plans and established systems.

Positive qualities Has organising ability and practical common sense. Works hard. Is self-
disciplined.
Allowable May lack flexibility. Often unresponsive to ideas unless they have been
Weaknesses demonstrated to be effective.
Special Notes There may usefully be more than one Implementer in a team.
Methods  Help ensure that the team's tasks have been structured and the objective
Usefully clearly outlined.
cultivated  Give attention to the details after sorting- them out from the broad picture.
 Maintain a steady and systematic approach whatever the pressures or lack of
pressures.
 Persevere in the face of difficulties; continue to strive for targets.
 Provide practical support to other team members.
Potential  Try to keep your criticism of team members' ideas constructive.
Problems  You may have a tendency towards inflexibility. Despite this, your contribution can
be most valuable when you achieve a balance between perseverance and
adaptability.
 You probably have a strong sense of personal identity. This is a strength if
you don't let it entice you into competing for status.
Additional Notes As a leader your strengths may lie in your concern for clarifying objectives in practical
terms and in introducing and maintaining structure in the team.
As a team member your conscientiousness and perseverance will be important in
ensuring the completion of projects and activities to the required standards, and by the
targeted time.
You can use your sense of duty to help all team members achieve objectives and to
prevent your concern for status from interfering with this.
 M Monitor-evaluator (same in Belbin’s abbreviated, ME
The 'devils advocate', critiquing the ideas and suggestions offered by team
members. The Monitor-evaluator can usefully evaluate all new plans
(which should seldom be implemented against the ME's advice).

Role Analysing problems. Evaluating ideas and suggestions so that the team is better
placed to take balanced decisions.
Characteristics Typically sober, unemotional and prudent.

Typical Analysing problems and situations. Interpreting complex written material and
Behaviours clarifying obscurities. Assessing the judgements and contributions of others.

Positive qualities Displays judgement, discretion and hard-headedness.

Allowable May lack inspiration. May be unable to motivate others.

Weaknesses
Methods  Use your critical thinking ability constructively in the team's interests.
Usefully  Try to achieve a judicious blend of an experimental outlook and critical
cultivated appraisal.
 Build on your colleague's suggestions; help them to develop their ideas into a
relevant and fruitful form.
 Make a firm but tactful case against the team adopting unsound approaches
to problems. Choose the appropriate moment for doing this.
 Give some effort to developing a close working relationship with the team's
Originator, if there is one. If you work well together, both of your roles may
be enhanced.
Potential  Avoid the temptation to use your critical thinking ability to place your own
Problems interest ahead of those of the team.
 Unless you make an effort not to do so, you may indulge in tactless and
destructive criticism of colleagues' suggestions.
 Don't allow your critical powers to outweigh your openmindedness to new
ideas.
 Beware of your probable tendency to compete with others, particularly the
Co-ordinator or Originator.
 Temper your r.ritic81 mind and your objectivity with tact and timing if you
don't want to lower or destroy team morale.
Additional Notes The combination to aim for is critical and objective thinking with fair
mindedness, practicality and receptivity to change. You will often combine the
role of Monitor-evaluator with another team role. If you are also team leader,
you will probably have to be careful not to dominate others and stifle them.
Develop the art of feeding other people your lines.
In a more junior position your problem may be using your strengths without
threatening more senior colleagues. If you can avoid becoming sceptical and
cynical in this position, you will find this will later stand you in good stead.
One common team problem, particularly in cohesive teams, is a reluctance to
speak out against an emerging consensus. If you cultivate the ability to speak
out courageously but tactfully, you can make a particularly valuable
contribution to team functioning.
 O Originator (Belbin’s Plant, PL)
The 'ideas person" of the team, the prime source of ideas and innovation. Is
best given an innovative role where ideas can be generated. Can also play a
strategic role such as forward planning.

Role Advancing new ideas and strategies with special attention to major issues.
Looking for ways around problems confronting the team.
Characteristics Typically creative individualistic, serious-minded and unorthodox.

Typical Advancing proposals of devising. Being a source of ideas. Making criticisms

Behaviours that lead up to counter-suggestions. Offering new insights on lines of action
already agreed.
Positive qualities Displays genius, imagination, intellect and knowledge.

Allowable Tends to operate 'up in the clouds', sometimes disregarding practical details or
Weaknesses protocol.
Special Notes More than one Originator in a team may cause trouble unless the other
Originators respect and defer to one originator's ideas.
Methods  Concentrate your attention on basic strategies and major issues.
Usefully  Formulate new ideas relevant to the team's objectives.
cultivated  Look for possible ways of overcoming blocks to the team's problem solving
and other activities.
 Time your contributions so that you don't interfere with the ongoing group
activity.
Potential  You may be seduced into spreading your capabilities over too wide a field if
Problems you are not careful.
 You have the energy and creativity. Use them for team rather than personal
advantage.
 You may be tempted to become offended when others monitor, evaluate (and
possibly reject) your ideas and to opt out. It is worth resisting the temptation.
 You may find some dominant, extroverted or overcritical groups inhibit you. Try not
to let this prevent you offering your ideas. Timing may be important.
Additional Notes As a team leader you may need considerable self-discipline if you are to listen to your
team's ideas. In particular, you may get locked into destructive competition with the
Monitor-evaluator. On the other hand, your creativity is too valuable a strength to
allow it to be stifled by the stress of leadership.

In a more junior role you can hope to be used as a resource. If this does not at first turn
out, it will be useful for you to use your energies and creativity to being accepted by
your colleagues as the person to turn to for ideas, solutions and a fresh viewpoint.

Without you a team may lack verve, initiative and originality. Without the team, many
of your ideas will never come to fruition.
 R Resource Investigator (same as Belbin,
abbreviated RI)
Develops contacts and liaises with the outside world. Acts as a source of
outside information and ideas.

Role Exploring and reporting on ideas, developments and other resources from
outside the group. Creating and maintaining external contacts which may be
useful to the team. Negotiating with outside contacts.
Characteristics Typically extroverted, enthusiastic, curious and communicative.

Typical Introducing ideas and developments of external origin. Contacting other

Behaviours individuals and groups without being directed to do so. Engaging in negotiation
and similar activities, particularly outside the team.
Positive Displays a capacity for contacting people and exploring anything new. Able to
Qualities respond to challenge.

Allowable Is liable to lose interest once the initial fascination has passed.
Weaknesses
Methods  You have an ability to get on with people. Use it to extend the range of the
Usefully team's contacts and friendships.
cultivated  Use your interest in new ideas and methods to explore outside ideas and
introduce them into the team.
 You can expand your liaison role and your contribution to the team by
keeping up with outside developments.
 Help with maintaining harmony and good relationships within the team.
Encourage team members to make the best use of their talents - this can be
particularly valuable in times of pressure and crisis.
Potential  There is a risk that you may become involved in your own ideas at the
Problems expense of exploring other's ideas.
 Be careful that you don't unduly censor or reject ideas which may be useful
to your team.
 There may be a tendency for you to relax too much when the pressure is off.
It is worth guarding against it.
 If you are not careful your sociability and liking for contact may sometimes trap
you into an unproductive use of time.
Additional Notes If this role is not filled, a team may become inward looking and lose contact
with outside organisation and the outside environment.
 S Supporter (Belbin’s Team Worker, TW)

Role Supporting members in their strengths, for example by building on their

suggestions. Underpinning members in their shortcomings. Improving
communication and fostering team spirit.
Characteristics Typically socially oriented, rather mild and sensitive.

Typical Giving personal support and help to others. Building on or seconding another
Behaviours member's ideas and. suggestions. Drawing the reticent into discussion. Taking
steps to avert disruption to team harmony.
Positive qualities Able to respond to people and to situations. Promotes team spirit.

Allowable Can be indecisive at moments of crisis.

Weaknesses
Special Notes There may usefully be more than one Supporter in a team, and there often are.
A useful secondary role for those who have the abilities to cultivate it.
Methods  Observe the strengths and weaknesses of team members.
Usefully  Support members in their strengths, for example by building on their
Cultivated suggestions.
 Help members to deal with their shortcomings by personal assistance or by
finding appropriate resources.
 Improve communication between members.
 Foster a sense of team spirit by setting an example of appropriate team
behaviour.
Potential  A void competition for status or dominance within the group.
Problems  Beware of the temptation to side with one member against another.
 Avoid behaviour which will reflect adversely on the team's image, wither
within the team or outside it.
 You may have a tendency towards conspicuous or ostentatious behaviour on
occasions. It is worthy trying to avoid
Additional Notes This is a team role that may be exercised successfully (and valuably) at many
different status levels within the group. As a team leader you will find it useful
to interpret your role as that of delegator, and developer of others.
In more junior positions you may become a valuable behind the scenes helper.
In all positions you will probably have a strong and worthwhile orientation
towards serving team objectives.
It is not uncommon for teams to lose sight of their overall objectives as
members pursue individual goals. Competition may be the result. Disharmony
may result from overstriving by some members when there are time pressures or
important goals. You can provide the lubrication that maintains harmony despite
these stresses on it.
 USEFUL PEOPLE TO HAVE IN TEAMS
Type Symbol Typical Features Positive Qualities Allowable Weaknesses
Company CW Conservative, dutiful, Organising ability, practical Lack of flexibility, unresponsiveness to unproven
Worker predictable common sense, hard- ideas.
I
Implementer working, self-discipline
Chairman CH Calm, self- confident A capacity for treating and No more than ordinary in terms of intellect or
Co-ordinator controlled welcoming all potential creative ability.
C
contributors on their merits
and without prejudice. A
strong sense of objectives
SH Highly strung, outgoing Drive and a readiness to Proneness to provocation, irritation and
dynamic challenge inertia, impatience.
Shaper D
ineffectiveness,
Driver
complacency, or self-
deception
Plant PL Individualistic, serious- Genius, imagination, Up in the clouds, inclined to disregard practical
Originator minded, unorthodox intellect, knowledge details or protocol
0
RI Extroverted, enthusiastic, A capacity for contacting Liable to lose interest once the initial fascination
Resource curious, communicative people and exploring has passed.
R
Investigator anything new. An ability to
respond to challenge.
Monitor- ME Sober, unemotional Judgement, discretion, Lacks inspiration or the ability to motivate others.
Evaluator prudent hard- headedness
M
Team TW Socially oriented, rather An ability to respond to Indecisiveness at moments of crisis.
Worker mild, sensitive people and to situations,
S
Supporter and to promote team spirit
Completer- CF Painstaking, orderly A capacity for follow- A tendency to worry about small things.
Finisher conscientious, anxious through. Perfectionism
F A reluctance to "let go".
Finisher

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