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Belbin Team Role Report for

Easwar Karthik Dara

Northumbria University Mechanical and Construction

Engineering

Team Role Summary Descriptions

Team Role Contribution Allowable Weaknesses

Plant

Resource

Investigator

Co-ordinator

Shaper

Monitor

Evaluator

Teamworker

Implementer

Completer Finisher

Specialist

Creative, imaginative, free-thinking. Generates ideas and solves difficult

problems.

Ignores incidentals. Too pre-occupied to communicate

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.

Easwar Karthik Dara

Team Role Overview

SPI completed on 27-Feb-2020 © BELBIN 2011 Page 3 Report printed on 27-Feb-2020

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

PL CF TW ME CO IMP RI SH SP

Key

PL Plant

CF Completer Finisher

TW Teamworker

ME Monitor Evaluator

CO Co-ordinator

IMP Implementer

RI Resource Investigator

SH Shaper

SP Specialist

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.

Easwar Karthik Dara

Your Team Role Preferences

SPI completed on 27-Feb-2020 © BELBIN 2011 Page 4 Report printed on 27-Feb-2020

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

. . . . . . . . . . .

Plant

Resource

Investigator

Co-ordinator

Shaper

Monitor

Evaluator

Teamworker

Implementer

Completer

Finisher

Specialist

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

Easwar Karthik Dara

Team Role Feedback

SPI completed on 27-Feb-2020 © BELBIN 2011 Page 5 Report printed on 27-Feb-2020

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 seem to combine creative ability with thoroughness and attention to detail. You are unlikely to feel personally satisfied at work unless you are given a job or a project which offers some element of complexity.

Look for work which offers scope and challenge and which allows you adequate time to work to high standards. Taking a project from initial ideas to completion should suit you well. Avoid assignments where the emphasis falls on productivity and sheer volume of work. Whilst you may well be conscientious enough to take on this kind of work, it may cause considerable anxiety.

You will probably perform better working behind the scenes than in an upfront role, although you may be quite happy to emerge into the limelight once you consider you have something definite to show for your efforts.

As a manager, you may require someone who can appraise your ideas impartially and turn them into practical solutions, if appropriate.

You are likely to work best with colleagues who can offer sound practical advice and with a manager who is more patient than most but very demanding in terms of quality of output. Ensure that you give your working environment proper consideration. You should know if you are in the right job, for if you are, your creative tendencies will give you a tremendous sense of work fulfilment.

Your working style may appear remote to some people. Try to exercise your influence behind the scenes in circumstances where a well-tested idea can supply what is missing.

You also seem to have a propensity for taking an interest in, and caring for, others. Focus on cultivating a good atmosphere in the team by developing good relationships with others and offer to take on work which seems to have fallen through the gaps. Your efforts should earn you not only popularity but also a reputation as a considerate, diplomatic individual who can be relied upon to keep things running smoothly.

On a final note, you need to take account of the role for which you are least suited. In your case, you do not appear to have the characteristics of someone who researches and studies a subject in depth. If you can work in harmony with someone who is self-starting and able to offer or gain in-depth knowledge in a particular subject, your own performance is likely to improve.

Easwar Karthik Dara

Maximizing your Potential

SPI completed on 27-Feb-2020 © BELBIN 2011 Page 6 Report printed on 27-Feb-2020

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 have some good ideas of your own, but may need encouragement to put them forward.

o be drawn to work that requires both lateral thinking and careful analysis.

o have innovative tendencies and may prefer to work in an unstructured environment.

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

Possible Weaknesses

You may:

o be uncomfortable when having to deal with conflict.

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 Plant role to better effect, promote yourself as someone who solves problems by taking previously unexplored paths. This will set your contribution apart from that of those who use logical analysis or previous expertise to find solutions.

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.

Easwar Karthik Dara

Feedback and Development Suggestions

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

It is possible that Easwar Karthik Dara thinks creatively but has found it difficult to fit into a particular career path or vocation. Ask about occasions where Easwar Karthik has required in-depth knowledge of a subject to make his ideas work and ascertain whether he values expertise appropriately.

Work Environment

Easwar Karthik needs to be placed in a job where he is left undisturbed and allowed to "get on with it", but only once you have ensured that the work given will not only coincide with his interests and abilities, but will also meet the team's requirements.

Easwar Karthik Dara

Suggested Work Styles

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

PL CF

Improving

"I like to produce new and better standards."

PL TW

Helping Others with Ideas

"I enjoy sharing my ideas for the benefit of the team."

PL ME

Rational Creativity

"I like to ensure the ideas I offer are appropriate for the situation."

CF TW

Assisting

"I am most appreciated for the way I can achieve high standards when working with

others."

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.