Belbin and Novo Nordisk

 In Articles, e-Books, Uncategorized

Contributed by Winnie Li, Senior Leadership Development Manager at Novo Nordisk China.

Programme Background

Novo Nordisk strongly believes that corporate culture and values are ‘the soil’ that cultivates leaders. The difference in this soil directly impacts the focus of corporate leadership programme.

Novo, as a company, advocates authentic leadership and wishes everyone to be themselves with more skills. It also encourages leaders to find their own strengths and to use their strengths to lead and form teams. 

Belbin and Novo Leadership Programme

Belbin is integrated into the third and final stage of the leadership programme. Unlike other programme stages, this stage focuses more on team leadership and building high performing teams rather than individual leadership skills.

What makes Stage 3 unique is that Novo will bring team members into this programme. This feature enables participants to grasp the knowledge and apply it in their daily job at the same time.

To kick-start the programme, Novo host a two-day training, starting with defining the Novo Nordisk leadership values and following with Belbin Individual and Team Reports for team diagnosis. With the Belbin reports to hand, workshops and one-on-one feedback sessions with the managers are run, focusing on three main topics:

1. Delegation/Project Team

By combining individuals’ Belbin Team Roles and the team objective, the team can assign the right tasks/responsibilities to the right person. This means that the element of luck is taken out,  team members are playing to their strengths, and all of the team have a clear understanding of the objective, and the part they are required to play.

2. Co-operation with Stakeholders

Understanding how Team Roles can be used to understand stakeholders. This enables more effective communication and interaction between the two parties. 

3. Elevate Team Spirit

Understand what it takes to achieve team efficiency, and explore as a team how to drive personal behaviour change to elevate team spirit.

Using Belbin has allowed Novo to use the “human” angle in discovering and resolving business problems. Its practicality fosters seamlessness between the Novo leadership programme and line business.

Furthermore, Belbin recognizes the necessity of each member’s contribution and their value and meaning to the team.

No longer does Novo assess a manager solely based on their individual personality and abilities – they look at how they impact their teams. 

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