loader
The Belbin model and the management of multi-generational teams

The Belbin model and the management of multi-generational teams

Author: Elena Badea, Managing Director, Valoria Business Solutions

Multi-generational teams, composed of members of different ages and backgrounds, can be challenging on many levels. Most of the time these relate to differences in communication style, widely dispersed motivations and values, as well as work preferences that can be completely opposite.

The good news is that the Belbin model can be a powerful tool to manage these teams, helping to optimize their functioning and achieve common goals.

About Meredith Belbin, the creator of this model

Meredith Belbin was a British researcher who revolutionized the field of management and organizational development with his theory of team roles. He began working on this model in the 1970s during a research project at Henley Management College, where he conducted several studies to understand what makes a team effective.

In this project, Belbin and his colleagues observed that it is not only technical skills and individual competencies that matter in building a successful team, but also how these skills and competencies are aligned with specific team roles. Thus, Belbin identified nine distinct roles that team members can fulfill. The roles complement each other and make the team formidable.

The nine roles of the Belbin model

Belbin's model is centered on behaviors and not on personality type. Each person has all 9 roles present but in different measures and only the first three are roles they will manifest naturally within the team.

If even one of the nine roles is not manifested in a team, that team cannot reach its performance potential. So, a team can only be successful if all nine Belbin roles are present within the team.

It is worth noting that roles are classified into three main categories: action-oriented roles, people-oriented roles, and thinking-oriented roles. Here is a brief description of each role:

1. The Implementer (action-oriented) – This role is characterized by pragmatism and organizational efficiency. Implementers turn ideas into concrete action plans and excel at task management.

2. The Initiator (action-oriented) – Is dynamic, motivated and focused on results. He often takes the initiative and motivates his colleagues, but can sometimes become authoritarian or even aggressive when it comes to achieving goals.

3. The Finisher (action-oriented) – Prefers to be responsible for checking details and ensuring quality. He is attentive to deadlines and ensures that the work is of the best standards.

4. The Coordinator (people-oriented) – Is a natural leader who can effectively delegate tasks and ensure that everyone is working and collaborating towards common goals.

5. The Explorer (people-oriented) – Brings energy and enthusiasm to the team. He is good at networking and finding new opportunities.

6. The Harmonizer (people-oriented) – Is the one who maintains harmony in the team and ensures that all members are engaged and listened to.

7. The Specialist (thinking-oriented) – I bring technical or specialist expertise. It is very focused on details specific to the field of activity. Therefore, it can sometimes lose sight of the big picture.

8. The Innovator (thinking-oriented) – Is creative and innovative, generating original ideas and solutions. However, he can be emotionally detached from people and situations, or even disorganized.

9. The Realist (thinking-oriented) – Is objective and critical, offering a clear and realistic perspective on issues. However, it can sometimes be perceived as lacking empathy or enthusiasm (as the case may be).

The qualities of the Belbin model as a solution

Belbin's model provides a valuable framework for managing multi-generational teams, enabling managers to capitalize on the diversity of colleagues' strengths and optimize team performance. The following qualities are important and make the difference:

1. Flexibility: The model is flexible and encourages identifying and capitalizing on the strengths of each team member. Depending on the situation, it can adapt to different types of teams and contexts.

2. Focus on diversity: The model emphasizes the importance of diversity in the team, promoting the idea that a balanced team, in which all nine roles are present, can solve problems more effectively and be more innovative.

3. Communication and collaboration: The Belbin model promotes open communication and collaboration among team members, encouraging mutual understanding and respect. This can reduce tensions and conflicts between team members.

4. Development orientation: The Belbin model is not limited to identifying roles, but also provides opportunities for personal and professional development of team members. Through continuous assessment and feedback, team members can learn to improve their skills and contribute more effectively to the team's success.

Implementation of the Belbin model

Firstly, to successfully implement the Belbin model, team members must be assessed and then guided to understand their roles and how they can best contribute to the team. This can be achieved through self-assessment, peer feedback and coaching sessions.

Secondly, based on the identified roles, training programs will be built that focus on improving the skills specific to each role. For example, a Finisher can benefit from training to be excellent at time management, and an Explorer can attend seminars on networking and developing business relationships. The principle applied here is to train the strengths until excellence is achieved.

Thirdly, depending on team composition and identified roles, managers can adjust team dynamics to ensure that all members contribute effectively. This may involve changes in structure, processes or even redistributing roles within the team.

In conclusion

The Belbin model identifies and names the set of behaviors that represent the strengths of each team member. These "superpowers" are essential to maximize collective performance, with each role contributing to the team's success through complementary skills and unique perspectives, thereby optimizing collaboration and efficiency. By understanding and implementing this model, more efficient and harmonious teams can be created, able to face the challenges of the business environment assailed by successive waves of change.

 

                                                                                                                  * * *

About Valoria

Valoria is a consulting, training, and executive coaching company. Through our services, we help entrepreneurs to grow their business and make success concrete and predictable. Companies turn to us for marketing, human resources and sales consulting. We often respond to requests for training or coaching of management teams. Competence, trust, innovation and passion are the values we uphold in everything we do. We build long-term partnerships and collaborations, because we offer guaranteed results and the best quality, at the right price. In 2023, the Daily Finance publication nominated Valoria in the Top 20 management consulting companies in Bucharest. Find out more at: www.valoria.ro.

Authors

foto
VALORIA BUSINESS SOLUTIONS SRL