Belbin self perception inventory answers

Critical Incident

effectively.

Outgoing, enthusiastic, communicative. Explores opportunities and develops

contacts.

Over-optimistic. Loses interest once initial

enthusiasm has passed.

Mature, confident, identifies talent. Clarifies goals. Delegates effectively.

Can be seen as manipulative. Offloads own share of the

work.

Challenging, dynamic, thrives on pressure. Has the drive and courage to

overcome obstacles.

Prone to provocation. Offends people's feelings.

Sober, strategic and discerning. Sees all options and judges accurately.

Lacks drive and ability to inspire others. Can be overly

critical.

Co-operative, perceptive and diplomatic. Listens and averts friction.

Indecisive in crunch situations. Avoids

confrontation.

Practical, reliable, efficient. Turns ideas into actions and organizes work that

needs to be done.

Somewhat inflexible. Slow to respond to new possibilities.

Painstaking, conscientious, anxious. Searches out errors. Polishes and

perfects.

Inclined to worry unduly. Reluctant to delegate.

Single-minded, self-starting, dedicated. Provides knowledge and skills in rare

supply.

Contributes only on a narrow front. Dwells on technicalities.

NAGARAJU MARA

Team Role Overview

SPI completed on 20-Feb-2018 © BELBIN 2011 Page 3 Report printed on 20-Feb-2018

The bar graph in this report shows your Team Roles in order from highest to lowest, using all available information. The other pages of your report will analyse your Team Role Overview in more detail.

This report is based upon your Self-Perception only.

Percentile

Team Role

100

90

80

70

60

50

40

30

20

10

0

IMP CF SH PL CO TW SP ME RI

Key

IMP Implementer

CF Completer Finisher

SH Shaper

PL Plant

CO Co-ordinator

TW Teamworker

SP Specialist

ME Monitor Evaluator

RI Resource Investigator

The graph above shows your Team Roles in order of preference. Some people have an even spread of Team Roles whilst others may have one or two very high and very low Team Roles. An individual does not necessarily show all nine Team Role behaviours.

This graph is based solely on your views. In addition to analysing your own views, you can ask others to complete Observer Assessments to provide feedback about the Team Role behaviours they observe in you. This is useful because Team Role contributions are about the way others see us and work with us, as well as the way we perceive ourselves.

NAGARAJU MARA

Your Team Role Preferences

SPI completed on 20-Feb-2018 © BELBIN 2011 Page 4 Report printed on 20-Feb-2018

This report shows your percentile scores for each Team Role, according to your Self-Perception responses. Team Roles are divided by percentile score into Preferred, Manageable and Least Preferred Roles.

This report is based upon your Self-Perception only.

Least Preferred Roles Manageable Roles Preferred Roles Team Roles

0 10 20 30 40 50 60 70 80 90 100

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Plant

Resource

Investigator

Co-ordinator

Shaper

Monitor

Evaluator

Teamworker

Implementer

Completer

Finisher

Specialist

X

X

X

X

X

X

X

X

X

Please remember that Belbin Team Roles consist of both strengths and associated weaknesses.

NAGARAJU MARA

Team Role Feedback

SPI completed on 20-Feb-2018 © BELBIN 2011 Page 5 Report printed on 20-Feb-2018

This report offers guidance and advice on the best way to manage your behaviour at work and make the most of your Team Role contributions. The applicability of the advice may vary depending on the stage of your career and your current working situation.

This report is based upon your Self-Perception only.

You are most likely to have made your mark as someone with a well-developed sense of task orientation who takes duties and responsibilities seriously. This may not be a high-profile role to choose, but it is one that will come to be greatly appreciated by others in due course. Your contribution is likely to be central to the work of the organisation and you should aim to sustain that. As a productive worker, you are indispensable.

Inevitably, there is some risk that in applying yourself to immediate issues, you could be in danger of closing yourself off to future opportunities which could prove advantageous. Rather than taking up an unduly conservative position, try to remain open to new possibilities whilst keeping your pragmatic line when assessing the viability of any new venture. This will help to ensure that any commitment you finally make is always considered.

As a manager, you are likely to work best with someone who shares your focus on accomplishing tasks and is willing to be adaptable in the interests of getting things done. As you are self-sufficient, you may be inclined to take on work yourself, rather than delegate. Ensure that you delegate enough so that those you manage are given adequate responsibilities.

There are two types of manager with whom you yourself are likely to establish a successful working relationship: one is a hard-driving individual who sets high standards and appreciates efficiency; the other is a creative thinker who has difficulty in coping with practical issues and needs the support of an organiser. You are more likely to encounter problems with colleagues and managers who have their own definite ideas on how things should be arranged and wish to supervise exactly what you are doing. It is likely that you require clear-cut goals and responsibilities. Bear these preferences in mind when considering the sort of work that will yield you greatest job satisfaction.

Your working style should be one of getting things done efficiently and accurately.

You also show potential for generating the drive and dynamism which can motivate others in your team. Make efforts to be honest and forthright without causing offence. If you can boost energy levels without decreasing morale, others will come to value your abilities to realise goals and meet deadlines.

On a final note, you need to take account of the role for which you are least suited. You do not appear to have the characteristics of someone who develops and can exploit useful contacts outside the organisation. If you can work in harmony with someone who has these complementary qualities, your own performance is likely to improve.

NAGARAJU MARA

Maximizing your Potential

SPI completed on 20-Feb-2018 © BELBIN 2011 Page 6 Report printed on 20-Feb-2018

This report highlights your Team Role strengths and possible weaknesses, based on your views and those of your Observers, if applicable. The section, 'Understanding your Contribution', provides analysis of your responses to your Self-Perception to enable you to work more effectively.

This report is based upon your Self-Perception only.

Strengths

You are likely to:

o be suited to structured work which requires both productivity and precision.

o be accomplished at planning and organizing your work.

o have an eye for detail and be able to undertake careful, sustained work.

Possible Weaknesses

You may:

o be uninterested in analyzing a subject in-depth and weighing up the evidence.

Understanding your Contribution (based on your self-perception)

Looking at the results solely from your self-perception (not taking any observer views into account), you have highlighted two possible contributions you can make. Below is some advice on how to play to your strengths further in these areas:

To play your Implementer role to better effect, take on the work that is required to establish and maintain a good name for your team or organisation. Foster an atmosphere where others are willing to pitch in, whatever the task.

To play your Completer Finisher role to better effect, aspire to produce polished work and to promote your image as someone who gets the details right.

NAGARAJU MARA

Feedback and Development Suggestions

SPI completed on 20-Feb-2018 © BELBIN 2011 Page 7 Report printed on 20-Feb-2018

This report is ideal for handing to and discussing with your line manager. It will provide an insight into your preferred way of working and the environment in which you thrive. Alternatively, this report is also a useful aid for any manager or recruitment specialist who wants to find out more about the individual in terms of their preferred working style and environment.

This report is based upon your Self-Perception only.

Key points

Since NAGARAJU MARA may not be naturally communicative, pose questions relating to facts, experience and consequences. Judge NAGARAJU on his achievements and ability to get things done.

Work Environment

NAGARAJU is likely to have an affinity for methodical or routine work, so ensure that this kind of work is available for him. In order for NAGARAJU to feel comfortable, the structure of the role in principle and its terms of reference need to be clearly spelled out to avoid any uncertainties.

NAGARAJU MARA

Suggested Work Styles

SPI completed on 20-Feb-2018 © BELBIN 2011 Page 8 Report printed on 20-Feb-2018

This report looks at the combination of your top Team Roles and suggests working styles that may be suitable. Phrases are provided which summarise the relevant working styles.

This report is based upon your Self-Perception only.

Team Roles Work Style

1 2 3 4

IMP CF

Deploying Quality Processes

"I am at my most effective when I can improve procedures as I apply them."

IMP SH

Assigning Tasks

"I am ready to lead from the front when it comes to hard work."

IMP PL

Integrating

"My main strength lies in integrating new ideas into procedures."

CF SH

Enforcing Standards

"I won't allow poor standards to have an adverse impact on the achievement of

goals and objectives."

© BELBIN 2011

Glossary of Terms

Self-Perception Inventory (SPI) The Self-Perception Inventory is the questionnaire an individual completes to ascertain his or her Team Roles. The questionnaire consists of eight sections, with each section containing ten items. The individual is asked to allocate ten marks per section to those statements which best reflect his or her working styles.

Observer Assessment (OA) The Observer Assessment is the questionnaire completed by people who know the Self-Perception candidate well. We recommend that observers are chosen from among those who have worked with the individual closely and recently and within the same context (e.g. within the same team), since Team Role behaviours can change over time and in different situations, offering advice on managing this.

Team Role Strength These are the positive characteristics or behaviours associated with a particular Team Role.

Team Role Weakness This is the flipside of a strength: negative behaviour which can be displayed as the result of a particular Team Role contribution. If someone is playing a particular Team Role well and their strengths outweigh their weaknesses in the role, it is called an “Allowable weakness”. Weaknesses become ‐“non allowable” if taken to extreme or if the associated Team Role strength is not displayed.

Percentiles A percentile is a way of measuring your position in relation to others (the rest of the population). If a group of people take a test and receive scores, these can be distributed from highest to lowest and an individual’s score can be judged in relation to the scores of others. If a person’s score is in the 80th percentile, this indicates that 20% of people have scored more highly for this measure.

Percentages Percentages represent a proportion of the whole. If you take an aptitude test and score 70 marks out of a possible 100, your score is 70%.

Strong example of a Team Role A strong example is someone who appears to play a particular Team Role to especially good effect. To qualify as a strong example of a particular Team Role, someone needs to be in the 80th percentile for that Team Role according to their Self-Perception. Once observer assessments are added, their feedback is also taken into account to determine whether or not someone qualifies as a strong example.

Points Dropped Some items in the Self-Perception Inventory pertain to claims about oneself rather than a valid Team Role contribution. If you have made more claims than 90% of the population, your Team Role feedback will take this into consideration.