Belbin and Leadership

Belbin leadership: strengths-based, context-driven interventions towards authentic, purposeful leadership.

Self-awareness and authentic leadership

What Team Roles do you need to be a great leader?

So, what does being an authentic leader really mean?

Our focus on others allows us to be empathetic leaders and build strong relationships with others.

How do the Belbin reports help?

How can Belbin help? The Belbin reports and the importance of feedback

Belbin Individual report

Finding out how you see yourself, and how others see you, is the first step towards self-awareness.

Observer Assessments

To understand the strengths others see we must ask them for feedback. We need a mix of internal and external awareness. Find out more about Belbin Observer assessments here
In an uncertain environment, where there is lots of upheaval, leaders need to focus on their ability to communicate and connect with employees. “Many leaders may be overestimating how well they’re connecting with their staff. Introspection is hard – and sometimes painful – but all leaders need an honest assessment of their own strengths and weaknesses.” – IBM Institute for Business Value, 2015

Discovering your leadership superpowers

Developing as a leader requires sustained effort every day. We need to understand our own personal brand, to be willing to learn – and tactical about changing our behaviours. And we need to lead from a position of strength.

There is no ‘one size fits all’ approach, no silver bullet. No job title, training course or policy which transforms someone into a leader. Whilst it may be tempting to emulate leaders we admire, our predecessors or mentors, this is a road to nowhere.

“There is no single leadership culture, no single leadership policy, philosophy or tenet which applies everywhere.” – John Williams, ILM Chief Executive

When it comes to personal development, we are far more motivated and effective when working to our own strengths. Strengths-based management practices have been shown to boost sales, profits and engagement.
In Belbin terms, this means leveraging your behavioural strengths in the best way to meet your goals.

As Max Isaac (Belbin North America) says: “It’s not about the cards that you’re dealt. It’s how you play your hand”.

The Belbin report identifies a number of preferred or natural ways of working – these form the basis of our Team Roles leadership styles. But there are also a number of manageable roles: hidden assets that we take for granted and can cultivate with a little effort. These are the ‘Ferrari in the garage’ or, to use another metaphor, our hidden leadership superpowers.

For example, someone with strong Completer Finisher behaviour may have made their mark by promoting high standards across an organisation that was once slapdash and error-prone. But others might see and value Monitor Evaluator behaviours – the same person’s talent for strategic thinking and prudent decision-making. Armed with this knowledge, leaders can cultivate their behaviour plan – their strategy for bringing those behaviours to the fore and aligning their self-understanding with others’ views.

How the Belbin Individual reports can help

The Belbin report identifies a number of preferred or natural ways of working – these form the basis of our Team Roles leadership styles. But there are also a number of manageable roles: hidden assets that we take for granted and can cultivate with a little effort. These are the ‘Ferrari in the garage’ or, to use another metaphor, our hidden leadership superpowers.

One Belbin Individual report costs just £42.

Situating leadership in a team context

What Team Roles do you need to be a great leader?

“A leader shapes and shares a vision which gives point to the work of others.”

Case study

Multinational pharmaceutical, Novo Nordisk, uses Belbin to connect their leadership program seamlessly to real team and business issues.

Novo Nordisk China wanted to shift the focus of the leaders on their leadership programme. Rather than focusing purely on individual leadership skills, personality and abilities, they wanted to develop their leaders within the context of the team,

Moving beyond ‘command and control’: solo vs team leadership

The solo leader:

By contrast, a team leader:

Entrepreneurial leaders

Leadership styles

Transactional leadership

Transformational leadership

Servant leadership

“Team leadership is the only form of leadership acceptable in a society where power is shared and so many people are near equals.” – Dr Meredith Belbin, Team Roles at Work

What next?

Talk to us

We are a small and friendly team, ready to listen to your needs and to offer advice on how you can integrate Belbin. Let’s start a conversation.

Become Belbin Accredited

Perhaps you know where you want to start, and that’s by becoming a Belbin expert.

Becoming Belbin Accredited gives you the knowledge and practical know-how to start using Belbin reports and to help your leaders.

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.