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Belbin Team Role Report for

RAJASHEKAR REDDY KUKUDALA

University of Northumbria 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.

RAJASHEKAR REDDY KUKUDALA

Team Role Overview

SPI completed on 13-Apr-2021 © BELBIN 2011 Page 3 Report printed on 13-Apr-2021

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

IMP TW SH CF SP CO ME PL RI

Key

IMP Implementer

TW Teamworker

SH Shaper

CF Completer Finisher

SP Specialist

CO Co-ordinator

ME Monitor Evaluator

PL Plant

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.

RAJASHEKAR REDDY KUKUDALA

Your Team Role Preferences

SPI completed on 13-Apr-2021 © BELBIN 2011 Page 4 Report printed on 13-Apr-2021

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.

RAJASHEKAR REDDY KUKUDALA

Team Role Feedback

SPI completed on 13-Apr-2021 © BELBIN 2011 Page 5 Report printed on 13-Apr-2021

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 appear to be someone who does the things that need to be done, whether in terms of the work to be performed or in providing general assistance. The value of this focus is that yours is a contribution which has the potential of being appreciated everywhere. For example, when you find yourself engaged in a key project or task, you will be the person who knows how best to cope with the pressing everyday issues that arise.

However, you may find it more difficult to progress when placed in an upfront role. This will be especially true where the focus is on selling new lines or ideas to others. For this reason you should benefit from close association with a prominent manager or colleague with a gift for proclaiming a message loud and clear. This person might be strong and demanding but can offer you their forceful voice when you most need it.

The greater your skill in handling the problems that others create in their wake, the more you will have an indispensable role to perform. Perhaps that is why in your case, who you work with, rather than precisely what work you perform, is likely to be more vital than for most people. For this reason, you should choose your job and your team with care. Take full account of who else is there and make sure that you avoid the company of a colleague with a strong sense of personal territory who might wish to squeeze you out. You need to feel comfortable if you are to offer your best.

As a manager, you are likely to work best with those who share your work ethic and are able to add the necessary finishing touches.

Your overall operating style should be of someone who takes a pride in the job, in helping others and in creating a good atmosphere at work.

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.

RAJASHEKAR REDDY KUKUDALA

Maximizing your Potential

SPI completed on 13-Apr-2021 © BELBIN 2011 Page 6 Report printed on 13-Apr-2021

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 work best in a well-structured environment which is not subject to frequent change.

o be able to adapt to others and relied upon to do what needs to be done.

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

o be accomplished at planning and organizing your work.

Possible Weaknesses

You may:

o tend not to invest time in solving strategic problems.

o not tend to explore or originate new ideas.

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, share your affinity for structure and method in your work habits with your colleagues. Where processes provide the best approach to work, be instrumental in establishing and upholding these systems.

To play your Teamworker role to better effect, be sensitive to the circumstances of individual team members – especially where personal difficulties and conflicts could arise – and be ready to offer your support when required.

RAJASHEKAR REDDY KUKUDALA

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

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

Work Environment

RAJASHEKAR REDDY is best placed in a job which is already structured. He is likely to be a dependable person who takes a systematic approach to work. He may need continued encouragement and support and is likely to be highly capable of taking on more responsibility if situated in a positive team environment.

RAJASHEKAR REDDY KUKUDALA

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

IMP TW

Meeting Requirements

"I make a point of trying to adapt to the needs of people and the organisation."

IMP SH

Assigning Tasks

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

IMP CF

Deploying Quality Processes

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

TW SH

Negotiating

"I like to find win-win solutions when agreeing goals and objectives 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.