Team Report

The Belbin Team role report assesses how a group of individuals will work together as a team. It details who might take on which work within the team, and where there may be gaps or overlaps in behavioral contributions. 

We may understand our own Belbin Team Role contributions but this is of limited use if we don’t share that information with others. 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. Once you have completed the Self-Perception Inventory and received feedback from others, how can you transition from individual to team development?

A Belbin Team report is the next step. It can be used for:

  • Helping to form a new team
  • Diagnosing the reasons for an underperforming team
  • Putting together a project team
  • Exploring the strengths and weaknesses of an existing team
  • Checking that each team member is being used to his/her full potential
  • Ensuring that the right person is being used for each team task
  • Exploring the Team role culture of the team or group
  • Identifying the gaps within a team, with a view to recruit a new team member
"When all team members have a Belbin Report, a team can identify simple, practical steps for getting better at everything that teams do: share ideas, gather information, discuss options, make decisions, allocate work, manage deadlines, connect with other individuals or teams, and on and on."

What does each page say?

If the team have all used the Observer Assessment element of the Belbin Individual report, the Belbin Team report is made up of 7 pages of advice and conversation starters!

  • Overview of Team Role Composition: Ideal for the facilitator – has a précis of everyone’s data in one report. 
  • Potential Contributions: Who is best placed to play each of the nine Belbin Team Roles within the team? Some people may appear two or three times, others only once, but everyone will be mentioned. If there is a Team Role void – i.e. no-one shows a tendency towards a particular Team Role, the gap will be announced. This page is produced for a maximum of 15 team members.
  • Team Role Circle: This page is produced for a maximum of 15 team members.
  • Comparison Between Individual and Team: Shows the team’s average score for a Team Role against that of the highest-scoring individual, to show how dependent the team might be on one particular individual to play that role. Great for succession planning!
  • Strong Examples of Team Roles: Highlights those who don’t just have a strength in a particular Team Role, but they show it in abundance and play it to best advantage.
  • Team Role Averages: The averages for the team, along with a statement regarding the potential culture – this can be run for teams/departments/organizations…the potential uses are endless.
  • Overall Observer Responses: An accumulation of all the Observer Words that have been ticked for that group of individuals. If you were looking to put together a vision/mission statement, this is a great place to start

A few words of caution: We do not recommend that the Belbin Team report is handed out to each team member. It is there as a guide for the facilitator, and needs to be understood before it is used. The Belbin Team report comes with a useful guide which highlights some potentially sensitive areas for feedback.

This report isn’t there as a definitive document. After all, we have no idea what type of team you are working with, the objectives, time-scales, hierarchy etc. But it’s a great tool with which to initiate meaningful, productive conversations and to start the team on the journey of becoming as great as it can be.

If you are unsure on how to get the most out of the Belbin Team report: or any of the Belbin reports, come along to an Introduction to Belbin Session, or become Belbin Accredited. Once individuals have completed their Self-Perception Inventory and received Observer feedback, you can generate the Belbin Team report.

Want to Find Out More?

Just give us a shout and we’re happy to answer your questions.

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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.