Building high-performing teams with Belbin

Why is teamwork important?

An organization is only as successful as its teams. In a complex, uncertain and fast-moving world, teams are the building blocks of organization health – the key link between individual talent and business outcomes.

In short, building high performing teams should be amongst the key priorities of every business.

“It is not the individual but the team that is the instrument of sustained and enduring success.”

Antony Jay, foreword to ‘Management Teams, Why they Succeed or Fail’ by Meredith Belbin

A large body of research has demonstrated the need for teams within organizations. A survey by EY discovered that almost 9 out of 10 companies “agree that the problems confronting them are now so complex that teams are essential to provide effective solutions”. In addition, “an overwhelming majority of respondents think that their organization’s ability to develop and manage teams will be essential for their future competitiveness”.

In teams, people work concurrently, saving time and resources. Responsibilities are shared and individual team members are accountable to one another. Resources can be pooled, allowing teams to collate, organize, cross-reference and analyze information more effectively than individuals can. Teams have the benefit of greater innovation too, because diverse individuals are able to share and develop ideas together. With knowledge shared in teams, organizations can learn – and document and retain that knowledge – more effectively.

Each of us will work as part of a team during our working lives. Yet, teamwork doesn’t always… work. Some teams gel and others don’t. 

“Simply putting together a number of people and expecting them to work as a team is not enough.”

Dr Meredith Belbin

Why I use Belbin for teams

“I do a lot of team coaching and at the moment. Quite a few teams have been asking me to come in and help them to become higher performers, and I found bringing in Belbin has been a fantastic way to look at the teams. To look at how they are conflicting with each other, looking at how they are complementing each other… People have actually said this has been completely life-changing for our teams.”  

For teams to be effective, they must have access to the tools needed for success.

What is a high-performing team?

Find out more about the Belbin reports: The intelligence your team needs

Belbin Team report

To build and cultivate great teams, team members need to understand, recognize and maximize the behavioral strengths of others, while managing and containing the associated weaknesses.

Belbin Individual report

The Belbin Individual report analyzes an individual’s contributions in terms of the nine Belbin Team Roles, offering advice and guidance on how they might work best, announce their preferences to others and cultivate latent talents.

What makes an effective team?


Role clarity

Adherence to agreed, established norms

Let's start a conversation

Dynamic interaction

Shared leadership

Psychological safety

At Belbin, we help you every step of the way

Whatever your reasons, we can help you, and your team.

We look at the issues that are specific to your organization, and the people within it. Then, using the Belbin theory, we build a bespoke workshop specifically designed to address the issues that you are facing.

Using a Belbin facilitator ensures that everyone can participate and maximize their contribution. We facilitate sessions with teams at all levels, from boards of directors to new recruits.

Position yourself as a certified Belbin expert.

Belbin accreditation is recommended for anyone who uses – or wants to use – Belbin Team Roles as part of their training toolkit.

Whether you’re an HR, L&D or training professional, or an independent facilitator, coach or management consultant, Belbin accredited certification will give you a solid grounding in Belbin theory, and confidence in delivering report feedback and team workshops.

Cultivating behavioral diversity

Handling conflict effectively


Meredith Belbin's ideal team size is four


Lindsay Lalla

Lindsay Lalla is the VP of Marketing and Client Support for Belbin North America. Most recently, she has been spearheading the introduction of the Belbin Team Role methodology into North America. Lindsay is a skilled facilitator, and also runs the Belbin Accreditation classes where she certifies others in the Belbin method.
Lindsay’s formal education is in instruction and performance. Combined with her 17 years of adult education experience, she brings a depth of understanding in how to deliver the highly experiential workshops that are a hallmark of the Belbin North America approach to education and organizational development.

Patrick Ballin

Patrick offers more than 25 years of experience with some of the most successful businesses in Europe as a consultant, change manager and executive coach.

He has helped many well-known organisations to get their ideas and projects off the ground by working with business leaders and their teams to optimise interaction, strategy and execution.
Patrick was Global Head of Supply Chain and Logistics Development for The Body Shop, an international retailer of ethical health and beauty products, and managed its change programme across 52 countries. In 2009, he set up the national redundancy coaching service, Rework, for the UK industry charity, Retail Trust. Patrick spent his earlier career with ACWL Group, one of the pioneering UK Apple Centres, where he was a divisional Director.
He holds an MA in Natural Sciences from the University of Cambridge, is a Visiting Lecturer for Brighton Business School, a Fellow of the RSA and coach for social enterprise incubator On Purpose.

Max Isaac

Max is the CEO of 3Circle Partners. He brings a depth of knowledge and experience from his career in general management and consulting in North America, England, Europe and Asia.
Max has assisted CEOs and senior leaders within client organizations with the design and implementation of Interaction Planning processes, team based organizational development programs and Lean Six Sigma initiatives.
Prior to moving into the field of organizational development, Max was the CFO for the Retail Division within The Molson’s Organization, where he took a lead role in growing the business to over $1 billion in revenues, doubling its size in four years through acquisitions and internal growth.
Max is co-author of Close The Interaction Gap, The Third Circle – Interactions That Drive Results, Setting Teams Up for Success and A Guide to Team Roles. He is also the contributing author of the Organizational Change sections of Mike George’s books Lean Six Sigma published in May 2002 and Lean Six Sigma for Service published in June 2003. Max is a registered CPA, CA in Canada. His undergraduate degree was earned at Witwatersrand University, South Africa.