Resolution #1: Understand your team’s culture

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It’s party time (or maybe not, but we can but dream) and everyone has a role to play. If you are a manager, are you allocating the right jobs to the right member of your team?

Co-ordinator

The reason why everyone knows what they’re doing and feels up to the job at hand.

Plant

The reason why you’re all going to some quirky location you’ve never heard of.

Monitor Evaluator

The reason why you’re not going to the Plant’s first suggestion.

Resource Investigator

The reason why everything is coming in under budget. Who knew they were owed so many favours?

Implementer

The reason why everyone will turn up at the same time, at the same venue, with their transport home already booked. Organised 23 diaries, opinions and sets of dietary requirements – with a little help from the Teamworker and the Specialist of course!

Completer Finisher

The reason why everyone will be arriving at 7pm on the 22nd, not the 12th. You’d have thought the team would have learned their lesson after last year’s fiasco.

Teamworker

The reason there is still going to be a party after the ‘fall-out’ from the Plant and Monitor Evaluator during the ‘brain storming stage’. Is also handling the political ramifications of the Secret Santa issues.

Specialist

The reason everyone found their way to the Plant’s new hidden restaurant. They know everything there is to know about this city.

Shaper

The reason the whole thing came off. There was just too much Christmas cheer at the planning meeting, and things were heading off-schedule. They all blamed the sherry trifle.

Could you identify yourself and your colleagues? Why not treat yourself and your team to a Belbin Individual Report.

(Remember we are all a wonderful mix of all these nine Belbin Team Roles – this is just for a bit of Christmas fun!) 

Happy Christmas!

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TODAY WE THANK SYNNOVATION FOR THEIR LOYAL SUPPORT

It is with great joy and gratitude that Performance Capacity Development (Pty) Ltd reaches the 25 years in business milestone this year. Without the loyal support from our clients, we would not be here. We would like to celebrate our 25^th birthday year by honouring and thanking our clients and those we have partnered with.

Today we celebrate SynNovation. Have a look at the wonderful work they do.

In their own words:

How Belbin team-role analysis complements our work in SynNovation – by ensuring people use their natural attributes for team effectiveness

With Belbin Team-role analysis, individuals and teams can identify their natural attributes and key strengths based on three areas required for effective teams

In SynNovation we use a unique way to facilitate and train people to solve problems and achieve innovation and change in a wide range of situations, and on various levels, from personal and operational to strategic.

We have been aware of the valuable contribution that Belbin can make in all three these areas since the 1990s, and often use Belbin profiling to complement our work. The insight individuals gain into their own natural attributes, and the way others experience them, enables them to work more effectively both personally and in teams. Recognising colleagues’ strengths helps teams to allocate roles for successful implementation and lasting results.

The three main groupings of Belbin team roles – Social, Thinking and Action roles – complement and overlap with the main elements that enable the SynNovation approach – Climate, Thinking and Action. The most valuable interface between the two approaches is that, if individuals or teams identify roles in which they would like to develop their abilities – be it thinking roles like creativity, social roles like promoting interpersonal relations through a collaborative climate, or action roles to implement new ideas – SynNovation offers very useful, yet practical tools they can use to strengthen their performance. So often people say with pleased surprise “I never thought I could be creative!”

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It is with great joy and gratitude that Performance Capacity Development (Pty) Ltd reaches the 25 years in business milestone this year. Without the loyal support from our clients, we would not be here. We would like to celebrate our 25^th birthday year by honouring and thanking our clients and those we have partnered with.

Today we celebrate Impact Shoppe. Have a look at the wonderful work they do.

In their own words:

Impact Shoppe is an organisational and people effectiveness and wellness practice. The aim is to have a positive impact on the people who drive the bottom line of an organisation.

Our Wellness workshops for staff aim to improve on overall well-being of each staff member through awareness, and practical strategies to enhance personal and professional well-being.

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TODAY WE THANK APL CARTONS FOR THEIR LOYAL SUPPORT

It is with great joy and gratitude that Performance Capacity Development (Pty) Ltd reaches the 25 years in business milestone this year. Without the loyal support from our clients, we would not be here. We would like to celebrate our 25^th birthday year by honouring and thanking our clients and those we have partnered with.

Today we celebrate APL Cartons. Have a look at the wonderful work they do.

In their own words:

A P L Cartons (Pty) Ltd a significant player in the corrugated industry, committed to supplying high quality paper-based packaging services in demanding environments whilst offering excellent value and the highest standards of customer service.

With a strong emphasis on honesty and integrity, APL Cartons offers employees the opportunity to achieve their personal and career goals. Performance Capacity Development has played an integral part in our recruitment, selection and organisational development strategies and implementation of strategy for more than two decades.

This has allowed us to create an organisational culture where employees develop, flourish and share in our core values and goals.

Beatrix and her team’s professionality and expertise is not replaceable and we are looking forward to the next 25 years with them.

The post Celebrating 25 Years in Business appeared first on Performance Capacity Development - PTY LTD.

It is with great joy and gratitude that Performance Capacity Development (Pty) Ltd reaches the 25 years in business milestone this year. Without the loyal support from our clients, we would not be here. We would like to celebrate our 25^th birthday year by honouring and thanking our clients and those we have partnered with.

Today we celebrate TowerStone Leadership Centre. Have a look at the wonderful work they do.

In their own words:

At our core, the TowerStone Leadership Centre provides a space for leaders to learn and develop together. This builds an authentic team and organisational culture which we fundamentally believe supports business achievement. We offer a qualification, learning programmes, one/two-day workshops and one-on-one coaching, all within the organisational context. The practical knowledge gained from our offerings strengthens relationships, fosters fulfilment and consequently builds trust and loyalty, within teams as well as with clients and customers.

We work with all levels of management and leadership, from junior to executive leaders. The insight gained from the Belbin Team Roles assessment provides leaders and team members with valuable insight into which tasks keep them switched on and playing to their strengths. This equips leaders and teams to get the best out of each other to the benefit of the business.

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What’s the ideal team size?

This question is often neglected when putting together a team, but numbers can significantly affect team performance.

Jeff Bezos, founder of Amazon, famously came up with the ‘two-pizza’ rule: the idea that every team should be small enough that it could be fed with two pizzas.

Optimal team size depends, to some extent, on team goals and function, but Meredith Belbin’s research gives us some important steers when it comes to team size.

Firstly, perhaps it’s important to define a team

Team: Meredith Belbin defines a team as a limited number of people selected to work together for a shared objective in a way that allows each person to make a distinctive contribution.

Group: By contrast, a group is a number of people who are brought together for a common purpose, however, they are too numerous for Team Role relationships to form.

Groups and teams behave differently

The bigger the group, the greater the pressures towards conformity. In addition, the stronger the group structure, the less opportunity there is for people to express disagreement.

On the other hand, if groups are unstructured, group members become anonymous. In a professional context, this is likely to mean that we don’t reap the full benefits of individual strengths.

The Ringelmann effect explains the inverse relationship between group size and individual contribution to completion of a task.

In other words, as numbers in the group increase, members of that group become less productive. Groups lose motivation (called social loafing) and coordination. Each person puts in significantly less effort than they would do if working alone, believing that others will pick up the slack. The group becomes increasingly inefficient as a result.

Forsyth (2006) demonstrated that social loafing could be countered (and individual performance boosted) by setting clear and challenging goals, and by identifying individuals’ strengths so that each person perceives themselves as indispensable to the group’s performance.

However, the larger the group, the more difficult it becomes to identify and separate out strengths in a meaningful way. And even if the group possesses the abilities and expertise required for a given task, they may not be able to co-ordinate their efforts effectively.

Syndicates

During his decade-long research at Henley Management College, Dr Meredith Belbin experimented with syndicates of ten or eleven members – a number which he hoped would allow for diversity without reducing group identity.

The syndicates took part in the Executive Management Exercise (EME), a high-intensity, interactive management game which displayed a number of management skills. Performance depended not only on the internal performance of each syndicate, but on the performance of others.

Dr Belbin discovered that a group of this size was found to reach its limits during round-table discussions designed to thrash out plans and policies with a view to making decisions. It became difficult to give each person enough ‘airtime’ in discussions without prolonging the decision-making process unduly or reducing efficiency.

Dr Belbin began experimenting by making teams smaller. Even with larger teams of eight, they found that a number of teams in the EME tended to be dominated by two, three or four members. One or two others would be working at the peripheries and the remainder would be disengaged and dissatisfied.

Smaller teams

When the researchers reduced the number to six, the team became more stable. (Teams of seven pitted against teams of six were unable to make the most of their numerical ‘advantage’.) But if there are nine Team Roles, why was this the case?

Well, larger numbers necessitated structure – a suitable chairperson and each person playing one defined Team Role. This is a difficult set of criteria for real teams to fulfil.

By contrast, a team of six could cover a broad range of technical skills and Team Roles with each person ‘doubling up’ on roles, so that, with the right composition, it was well balanced. Since most of us have more than one Team Role strength that can be played to good effect, this is more realistic and attainable for real teams.

It is not without significance that, for a period of at least a decade, six endured as the number that was found, on the internal evidence at Henley, to be most suitable for enabling a management team to tackle a complex problem.

Teams of four

If smaller is better, how do teams of four fare in comparison to teams of six?

Meredith Belbin’s research used another game, Teamopoly, a variation on Monopoly whereby property could change hands only as a result of auction, tender or negotiation.

The researchers increased the pressure on each team by limiting them to four members instead of six.

• Relationships

The result? The four-person teams were less well-equipped to tackle complex problems, but the teams achieved a degree of intimacy, involvement and engagement that the six-person teams couldn’t match.

As Meredith commented, “If they got on well, they were harmonious and positive on all fronts; but where relationships did not work out, the cross-currents seemed immensely complicated.”

• Strategy

In performance terms, every winning company made at least one major strategic mistake, compared to the six-person teams taking part in the EME. It was easier to achieve balance with six-person teams.

• Leadership

Having six in a team necessitated a chairperson (and a certain level of formality). On the other hand, four people often turned into a leaderless group, which became unstable at moments of crisis. As such, it was more dependent on Team Role complementarity for success.

In a four-person team where rotated leadership was understood and practised effectively, these negative effects might have been turned to a positive.

Don’t make teams too small

In teams of four or more, the team has a ‘life of its own’. Membership may change without threatening the team’s integrity or structure.

However, in a three-person team, this is not the case. Personalities have a greater impact upon decision-making. The team is more vulnerable, because even small changes may affect its cohesion.

Team size: a ‘compromise between conflicting forces’

As Meredith Belbin writes in Management Teams: Why They Succeed or Fail, the ideal size of a team ‘is a matter of compromise between conflicting forces’.

We need enough team members to ensure diversity of behaviour (Team Role balance), knowledge, experience and ability.

Numbers can become inflated in an effort to ensure that all relevant individuals or departments are adequately represented.

However, for an effective team, it is important to ‘reduce noise’ and maximise involvement by keeping teams small.

“The ideal size of a team is a matter of compromise between conflicting forces.

On the one hand there is a need to widen the composition, bringing in the full range of knowledge, experience and ability. The wishes of individuals or representatives to participate through consultation or the political desirability of securing commitment of all departments are amongst the many pressures that operate to inflate numbers.

Yet on the other hand there is the need to reduce noise and maximize involvement and individual effectiveness by keeping the team small.”

Meredith Belbin | Management Teams

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Adapted by: Belbin SA

We are seizing opportunities for personal growth

Whatever our challenges throughout the year, we are in the right place, rising to the occasion, finding strategies and ways of coping. Adversity can provide opportunities for personal growth, discovering new skills and building resilience, even if we feel like we’re doing little more than getting by. Resilience is our ability to adapt well in a crisis and to recover quickly from difficulties. It’s developing the kind of elasticity that allows us to adapt. It doesn’t mean that we’re unaffected, it’s about our response, and that response can be learned and practised.

To develop resilience, we need to understand our strengths

According to the Bounce Back Project, there are five pillars of resilience: self-awareness, mindfulness, self-care, positive relationships and purpose. When it comes to work, gaining an awareness of our Belbin Team Role strengths can help with some of the other pillars.

When we are able to work to our strengths (and understand the strengths others have to offer), we are able to build more positive working relationships and work with more purpose. We might practise self-care by setting boundaries and switching off at set times without feeling guilty. We can learn to show ourselves the same compassion we show to others when it comes to the kind of work we struggle with.

We can work with others who have complementary skill sets, safe in the knowledge that they may not only be able to help out, but might actually enjoy the work in question.

It isn’t just us, teams and organisations need resilience too

Tired teams have been sprinting up until now, only to find that we are in a marathon. So how do we help our organisations adapt, and re-energise teams?

Just like resilient people, resilient teams need self-awareness. They need to take a virtual or in-person water cooler moment and examine their collective response to different types of challenges.

Three paths to progress

Researchers have identified three approaches to work which can help managers who are managing a team in volatile circumstances.

• Firstly, there are organisational routines which are efficient when work is predictable. Many of our established work processes fall into this category.
• Next, there are heuristics. These are rules of thumb that can provide shortcuts, speeding up processes and decision-making and prioritising the use of resources.
• Lastly, there is improvisation – spontaneous, creative efforts to solve problems that crop up at very short notice.

The researchers argue that any team will perform better and be more resilient, if it is able to move comfortably between the three and understand how the different approaches might interact and morph into one another. When a situation departs far enough from the team’s expectations, improvisation becomes necessary.

The team might then develop a simple rule (heuristics), based on their experience of how the improvisation worked. Heuristics are a good middle ground because they allow adjustment to a faster pace, without the team having to abandon their underlying principles. Once the situation stabilises, the simple rule might be developed into a new routine. Teams and organisations can be actively trained to alter the combination of routines, heuristics and improvisation to meet changing requirements.

Sounds great, but how do we ensure that we take everyone along with us?

When change is rapid, so is improvisation. This can alienate team members who did not originate the idea. They might feel left behind, excluded from the decision-making process and disengaged with the purpose of the change. 

So, in addition to understanding the three approaches, it’s crucial to know the strengths of your team members and the behavioural culture of your team. This way, you can predict how others are likely to respond to change and decide who to send into battle at which time.

You’ll know who needs to be sold on the benefits of heuristics and who will be desperate for the chance to improvise.

Practice makes perfect

Many resolutions fail because we set them over-optimistically and out of context, and then treat them as make-or-break.

If we fail, we might become reluctant to try again. Building resilience and elasticity in our approach is a long-term investment in ourselves and our teams. It requires reflection, self-forgiveness and a whole lot of practice.

Tired teams? Struggling with how to manage teams? If your team’s energy is flagging, we’re here to help. Please contact us at beatrix@capacityinc.co.za or nicole@capacityinc.co.za

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Gallup tells us that employees who play to their strengths are six times more likely to be engaged.

Nice work if you can get it, but what happens if you don’t have the opportunity? What if your team relies on you to do the kind of work that just doesn’t come naturally to you?

You can’t just say ‘no’ – right?

Taking one for the team?

Teams need all kinds of diversity, in order to survive. In an ideal world, teams would be designed for balance, not least in the kind of contributions individuals can make. There are those who keep an eye on the bigger picture, while others check the finer details. There are some who are great at driving things forward, while others keep relationships in the team sweet and make sure things are running smoothly. However, in real life, teams don’t always work that way.

In Belbin terms…

We all have “preferred” behaviours (that come naturally to us), “manageable” behaviours (that we can adopt when the occasion demands) and “least preferred” behaviours, which are best avoided. We call these behaviours or contributions ‘Team Roles’.

If we are put in a situation where we can not play to our Team Role strengths, we are making what’s known as a Team Role sacrifice. In other words, we are forfeiting the opportunity to play to our strengths, in an attempt to do something that is not so intuitive. If there is no one else around who can take over, we are doing that so that the work gets done.

This is a double-edged sword. When it happens from time to time, it can help to cultivate new behaviours we did not know we possessed. When it is long-term, it can mean that we stop honing our strengths (we call this ‘Team Role strain’) and suffer from lower levels of engagement.

According to Gallup, only 13% of people are engaged at work. In South Africa, it’s down to 9%.

So is it just a case of taking one for the team? Or is there something you can do about it?

It depends.

Talk, talk talk…

To your manager. To your team. You need to speak out and let people know that the problem exists. Of course, this depends on how strong your working relationships are.

It is important to let people know as soon as possible. Over the past 16 months many people have been ‘playing out of position’; taking on work because it needed to be done. Virtual working has also made it more difficult for managers and team members to see exactly what work you are doing.

Understanding your Belbin Team Roles and those of your team can help open up that conversation, and depersonalise it. Rather than saying that you do not want to do the work and be seen as a cherry-picker, it is a case of looking at the kind of behaviours that work entails, and analysing the disconnect between those behaviours and your own strengths.

Opening up that discussion with the team is recommended whilst we make the next transition to hybrid / back to the office working.

In his seminal book, Management Teams, Dr Belbin recommends declaring what’s called a ‘Team Role void’. In other words, you let your fellow team members know that a certain contribution is needed in the team, that it’s missing, and that you’re trying to plug the gap.

It’s a case of enabling the team to refresh its idea of why that contribution is needed, how its performance affects the team’s success, and what kind of problems the lack of that behaviour could mean for the team.

Here’s the thinking behind it.

As things stand, the team is relying on someone who does not want the role (and therefore is unlikely to perform it particularly well). It could be that another solution exists which would increase the team’s effectiveness overall, but that solution has not been explored, because the status quo works – just about. It is an opportunity to regroup and assess who might be best suited to taking on the role without preconceptions.

From the discussions that arise, you might discover something unexpected. Perhaps someone else would love to do that work, but has not been given the opportunity. Maybe they have not announced their preferred styles and ways of working clearly enough that the manager could allocate the work accordingly. If the work can be reallocated to someone who wants it and has the qualities needed, it’s a win-win.

On the other hand, maybe there may be a particular reason why your manager needs it to be you who carries out this particular function, in which case all will be revealed. It is entirely possible that there is no one else in the team who displays the required skills or behaviour in abundance, therefore in the absence of external resources, you will still be required to pick up the slack.

Even so, you have opened up the lines of communication and aired the problem. This will hopefully give you breathing room if you find yourself struggling to meet expectations with the work in question. It may even give you renewed vigour to cultivate those behaviours, knowing that you are the best person around for the job.

Next Steps

To find out how the language of Belbin Team Roles can help your conversations with your team/allocate the right work to the right people/start the conversation with your manager, get in touch! Email us at nicole@capacityinc.co.za or beatrix@capacityinc.co.za

Reference:

• Gallup: Employee Engagement

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2021 was another period of upheaval and adaptation in the business world. Whilst we are still navigating unchartered territory with regards to COVID-19, there is a renewed focus on adaptation, resilience and finding more sustainable ways of living and working. Last year, the Great Resignation sparked a talent crisis which is set to change the face of recruitment. Remote and hybrid working, disordered in the early days of the pandemic, are now finding a more permanent place in company cultures and policies. This transition, in turn, has highlighted issues surrounding mental health at work, many of which pre-dated the pandemic, but have been exacerbated by its effects.

As pandemic becomes endemic, we outline a few interesting trends for 2022 and why we at Belbin believe there are plenty of reasons for optimism for the year ahead.

Remote and Hybrid Working

With many individuals taking the opportunity to change their job or career path, the competition for talent is fiercer than ever before.

Progressive organisations that support flexible working practices are likely to have the upper hand when it comes to attracting and retaining that talent.

The difficulty for businesses is how to embrace the benefits of remote working whilst ensuring that collaboration isn’t compromised, and that employees don’t feel isolated or adrift. Belbin can be of assistance in giving insight into how one would manage different Belbin Team Role behaviours remotely.

A New Lens on Recruitment

Following the Great Resignation, companies will be forced to move away from traditional and outmoded recruitment strategies and find new ways to define and discover the talent they want.

High on the agenda is the need to personalise outreach strategies, so that potential applicants can understand how a role aligns with them, as well as the other way around.

We’re proud to say that the Belbin Job Reports have always taken this two-way approach, advising candidates on what to expect from a position in Team Role terms, and how their own behavioural strengths might fit with what is required.

Focus on Skills, Not Roles

According to Forbes, forward-thinking organisations will also focus on loosening restrictions on academic requirements (such as degrees) and placing more emphasis on transferable skills. This will enable them to attract new talent and to identify non-traditional talent internally.

Gartner reports: “To build the workforce you’ll need post-pandemic, focus less on roles (which group unrelated skills) than on the skills needed to drive the organisation’s competitive advantage and the workflows that fuel this advantage.”

Dr Belbin makes the distinction between ‘eligibility’ (formal qualifications and training) and ‘suitability’ (our behavioural tendencies). In his experience, matching people with jobs according to suitability improves engagement and reduces turnover, since people posses the fundamental aptitude for their role, and are engaged with the challenge of learning those aspects which can more readily be taught.

Last year brought us this lightbulb moment from Campbell Urquhart (Belbin Scotland) in the Belbin webinar, ‘New Year. New Job. New You?’. Campbell explained why we should ‘hire for behaviour and train for knowledge’. Instead, many companies fall into the trap of advertising, screening, reviewing CVs and interviewing based on technical skills, and entirely neglecting the behavioural traits they really seek amongst applicants.

Reliance on Contractors and other Contingent Workers

For many organisations, the search for talent (combined with economic uncertainty) has made the prospect of hiring contractors and contingent workers more attractive than that of increasing overheads by recruiting ever more full-time staff.

However, longstanding teams generally tend to perform better. So, if teams are changing with each contract, how do we ensure performance doesn’t suffer? Belbin can assist by enabling contractors to hit the ground running and letting the rest of the team know what to expect.

Mental Health and Wellbeing

During the course of the pandemic, mental health and wellbeing have become more pressing issues. Along with relatively new phenomena, such as COVID-19 fatigue and difficulties arising from increased remote working, this era has also uncovered underlying systemic shortcomings in the way organisations handle employee mental health.

However, whilst 87% of employees surveyed for the Future of the Industry Report 2021 stated that they wanted their employer to care about their mental health, almost half of respondents indicated that mental health benefits were introduced in order to tick a box, rather than to instigate real cultural change.

Whilst Belbin is neither a panacea nor a mental health tool per se, it is a useful language in which to open up discussions around workplace stress, anxiety and conflict. It can enable team leaders to ask the right questions and take the first step towards building strong relationships with those they manage and addressing problems as they arise.

Resilience is the New Efficiency

Along with individual wellbeing, we’re also seeing a shift in focus from efficiency to organisational resilience in the face of uncertainty.

In order to survive and thrive, organisations are thinking not about streamlining and productivity, but about building strong ecosystems that promote agility and are therefore more readily able to withstand uncertainty and change.

Gartner suggests that we “provide employees with varied, adaptive and flexible roles so they acquire cross-functional knowledge and training”. At Belbin, we’re firm believers in making teams flexible enough to fulfil their purpose, even as that purpose evolves.

Engagement

According to Belbin’s research, teams working remotely report higher levels of productivity, but lower levels of engagement.

Whilst some have embraced remote working, others struggle with isolated working and the loss of opportunities for informal discussion and collaboration. As organisations have grappled with losing sight of how and when people are working, trust (and therefore engagement) are frequent casualties. In response, many workers are burning out from remote presenteeism and the blurring of boundaries between work and home.

Since remote and hybrid working look set to outlast the pandemic, building a culture upon mutual trust and strong communication is key to leading an engaged workforce.

Artificial Intelligence (AI)

Across many sectors, the adoption of artificial intelligence promises to improve efficiency, security and effectiveness.

In HR, AI has the potential to take care of administrative tasks so that HR professionals can focus on strategic initiatives that require human input.

However, as with any new territories, the boundaries are yet to be clearly defined. Automated decision-making has the potential to clash with data protection rights and to replicate human biases, in spite of our best intentions. In addition, if CVs can be screened by a computer looking for certain skills, how do we find hidden talent or strengths that just require a little development?

As ever, we need technology and people to work hand in hand. At Belbin, we use item analysis, norms and algorithms to ensure the accuracy of our Reports, but the findings are always read, interpreted and acted upon by people. We offer advice and ask questions, but the crucial decisions will always require a human touch. When it comes to diversity, we don’t just celebrate it, we help people to build teams and organisations upon it. 

Whilst 2022 will certainly have a number of challenges in store, we’re excited about the potential opportunities for growth and change, and the part Belbin can play.

If you want to find out more about what Belbin can do for you, your team or your organisation, please contact us at nicole@capacityinc.co.za or beatrix@capacityinc.co.za.

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