Change processes: How to put together an effective team – Part 1

How understanding team roles improves results

Change projects are complex and dynamic. Old structures are broken down. The compass is realigned. If you, as leader to initiate and implement this project alone in an environment of instability and uncertainty, you are bound to fail. A strong project team is an essential factor for the success of a change project. But what makes an effective project team?

For successful teamwork, it is important that each member knows and fulfills their contribution to achieving the goal and the associated responsibilities. In discussions with our customers in our management training courses, I often find that this step is also the first to be addressed. Roles, tasks, and areas of responsibility are described in detail, project plans are drawn up, and initial steps are derived for each team member. So far, so good. However, during implementation, it often quickly becomes clear that the project team is not reaching its full potential despite clear roles and responsibilities.

Diverse problem areas

What are the experiences in your teams? Perhaps one member completes their work very quickly, but forgets to involve relevant people in the process. Without realizing it, they gradually lose access to those affected. Another team member may work too meticulously, wanting to do everything in their area of responsibility with great precision. In doing so, they miss the big picture and fail to deliver important interim results for another project team on time. A third person has already become so fixated on what they believe to be the right approach that they can hardly let go of their point of view. Perhaps one person is frustrated and is becoming increasingly withdrawn because they disagree with another team member's approach...

But what makes a top team?

How should an effective change team be put together?

Dr. Meredith Belbin’s team roles provide valuable insights in this regard. They serve as an excellent guide for assembling your project team. Dr. Meredith Belbin spent many years studying human behavior in teams. In doing so, the British scientist provided key insights for team research. He found that people assume different team roles depending on certain personality traits. He defines a team role as “a tendency to behave, contribute, and interact with others in a certain way.” Belbin categorized the nine team roles he identified into three groups:

• action-oriented,
• knowledge-oriented and
• communication-oriented.

Each team role is associated with typical behavioral characteristics and interpersonal strengths. In addition to strengths, Belbin also defined characteristic deficits. He called these "acceptable weaknesses," which should be noted and, if possible, compensated for.

The nine team roles according to Meredith Belbin:

1. Perfectionist (action orientation)
2. Implementer (action orientation)
3. Doer (action orientation)
4. Observer (knowledge orientation)
5. Specialist (knowledge orientation)
6. Inventor (knowledge orientation)
7. Coordinator (Communication Orientation)
8. Team player (communication orientation)
9. Signalman (communication orientation)

1. Perfectionist

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Typical characteristics
Neat Carefully Conscientious Anxious

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Strengths
Responsible Delivers results on time Ability to fully execute an implementation step Perfect implementation in detail

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"Acceptable weaknesses"
Tends to do everything themselves Tendency to worry about even minor issues

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2. Converter

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Typical characteristics
Conscientious Reliable Self-disciplined Conservative Predictable

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Strengths
High work performance Consistently implements ideas

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"Acceptable weaknesses"
Inflexible, rejects unproven ideas Delays new opportunities Not very creative

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3. Doer

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Typical characteristics
Highly active Dynamic Open-minded Tense

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Strengths
Strong self-motivation Combats inertia and inefficiency Exerts pressure

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"Acceptable weaknesses"
Tends to provoke and irritate Seems inattentive and impatient

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4. Observers

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Typical characteristics
Smart Cautious / Prudent Strategic Astute

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Strengths
Analyzes feasibility in a sober and discreet manner Has good judgment Weighs things up coolly

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"Acceptable weaknesses"
Not very inspiring lack of self-motivation Reluctant to take responsibility

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5. Specialist

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Typical characteristics
High level of expertise expert in his field Slightly distracted Enjoys working independently

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Strengths
Works intensively on a task Demands professionalism Promotes and defends his area of expertise

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"Acceptable weaknesses"
Technical stickler Only advances your own area Little interest in others

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6. Inventor

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Typical characteristics
Imaginative / Creative Individualistic Unorthodox serious

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Strengths
Enjoys breaking new ground Great intellectual capacity and imagination Discover new solutions

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"Acceptable weaknesses"
Often drifts off or is not present Tends to disregard important details and instructions

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7. Coordinator

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Typical characteristics
Quiet Confident Proficient / Clear Trustworthy

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Strengths
Involves everyone Keeps track of everything Utilizes strengths within the team, high emotional intelligence Strong sense of purpose

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"Acceptable weaknesses"
Average creativity and specialization Needs experts Less intellectual intelligence

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8. Team player

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Typical characteristics
Socially oriented Friendly Sensitive Supports gladly

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Strengths
Requires team spirit and solidarity Has an integrating effect

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"Acceptable weaknesses"
Unable to make decisions when the team is under pressure

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9. Switchman

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Typical characteristics
Extroverted Enthusiastic Communicative

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Strengths
Establishes internal and external contacts Takes up new ideas Responds to challenges

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"Acceptable weaknesses"
Loses interest when initial enthusiasm wanes

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In part two of the series, you will learn how to leverage the advantages of the model specifically for change projects and what else you can consider when putting together an effective change team.

Image source:©Pixabay geralt