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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 14-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 on your Self-Perception plus 4 Observer Assessments.

Percentile

Team Role

100

CF SP SH IMP PL TW CO ME RI

Key

CF Completer Finisher

SP Specialist

SH Shaper

IMP Implementer

PL Plant

TW Teamworker

CO Co-ordinator

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 a combination of your views and those of your Observers. When we combine all the information together, we take account of how closely your perception of yourself agrees with others' views of you. Many factors are taken into account when deriving your final Team Role composition.

RAJASHEKAR REDDY KUKUDALA

Analysis of your Team Role Composition

SPI completed on 13-Apr-2021 © BELBIN 2011 Page 4 Report printed on 14-Apr-2021

This report provides an overview of Team Roles as seen by yourself and others, in order from most prominent (column 1) to least (column 9). Your overall Team Role composition is not simply an average of each individual line, but a weighted integration of your perceptions and your Observers' views, which takes many factors into account.

This report is based on your Self-Perception plus 4 Observer Assessments.

1 2 3 4 5 6 7 8 9

RAJASHEKAR REDDY KUKUDALA's Self-PerceptionIMP TW SH CF SP CO ME PL RI

Observers:

Rakesh Jeela PL CF RI ME TW IMP SP SH CO

Saikrishna Surakanti SP PL CF SH RI CO TW IMP ME

nadeem mohammed PL SP SH CF ME RI CO TW IMP

sandeep maram PL IMP CF SH TW SP ME CO RI

Observers' Overall Views PL CF SP SH TW RI IMP ME CO

Your Overall Team Role Composition CF SP SH IMP PL TW CO ME RI

Your observers reached quite different conclusions to your own in terms of Team Role preferences. There will inevitably be some compromise, but if you feel strongly that you have strengths which have not yet been uncovered, it is up to you to declare your preferences in these areas. Alternatively, you may want to focus on cultivating those Team Role strengths which others see in you.

This comment looks at the consistency between the Observers' Overall Views and your Self-Perception. It does not take into account the level of agreement between the Observers themselves.

RAJASHEKAR REDDY KUKUDALA

Comparing Self and Observer Perceptions

SPI completed on 13-Apr-2021 © BELBIN 2011 Page 5 Report printed on 14-Apr-2021

The bar graph in this report shows how you perceive your Team Role contributions, in comparison to your Observers' views. The table below the graph shows the percentile scores for Self-Perception and Observers.

This report is based on your Self-Perception plus 4 Observer Assessments.

Percentile

100

0 SPI Obs

SPI Obs

IMP

SPI Obs

Team Role

Key Self-Perception (SPI) Observations (Obs) (Percentile) (Percentile)

IMP

Completer Finisher 67 67

Specialist 62 63

Shaper 68 57

Implementer 82 40

Plant 23 82

Teamworker 69 46

Co-ordinator 53 24

Monitor Evaluator 28 40

Resource Investigator 0 43

RAJASHEKAR REDDY KUKUDALA

Your Team Role Preferences

SPI completed on 13-Apr-2021 © BELBIN 2011 Page 6 Report printed on 14-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 7 Report printed on 14-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 on your Self-Perception plus 4 Observer Assessments.

Your reputation is likely to depend primarily on the standard you have reached in your professional skill. Others are likely to identify the pride you take in your work and the attention you give to quality and accuracy. As such, you may be expected to do a more thorough job even if the focus leads away from the area in which your expertise is generally recognised. That expectation is something on which you should aim to build. The more you can broaden your role in this way, the less the danger of your contribution being perceived as limited to one field.

Your personal strategy should be to persuade others that high standards are important at all levels. Take a detailed interest in what others are doing. This will likely be much appreciated, since few have much opportunity to discuss with anyone the intricate nature of the jobs on which they are engaged. Furthermore, it will help to establish the point that professional standards matter.

As far as your own work is concerned, you may feel threatened by outsiders who try to enter your field. There is some risk that you will take a defensive and over-protective standpoint. Be aware that others may fail to share your enthusiasm for your subject. You may be tempted to supply more facts and information than others wish to receive. Exercise caution and ensure that you are presenting as much information as required, not as much as you would like to offer.

In terms of working relationships, you are likely to work best for a low-profile manager with whom you can discuss things in a calm and relaxed fashion. You may have problems with someone who pressurises you and looks for quick results. Seek colleagues who are practical and well-organised, but who do not intrude into your own work area. With those you manage, look for a good apprentice who can benefit from your experience.

Your operating style is one of dedication and refinement in the line of work that has gained your commitment.

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 8 Report printed on 14-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 on your Self-Perception plus 4 Observer Assessments.

Strengths

You are likely to:

o have an eye for detail and be able to undertake careful, sustained work. It is important to promote this strength so that others can recognise it more fully.

Possible Weaknesses

You may:

o have a balanced outlook, but have difficulty in finding a perfect role fit owing to a lack of definitive Team Role preferences.

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

SPI completed on 13-Apr-2021 © BELBIN 2011 Page 9 Report printed on 14-Apr-2021

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 on your Self-Perception plus 4 Observer Assessments.

Key points

RAJASHEKAR REDDY KUKUDALA is likely to place a high value on following up and seeing a project through to completion. It is perhaps worth exploring how RAJASHEKAR REDDY interacts with colleagues who do not share his priorities in this area.

Work Environment

RAJASHEKAR REDDY is ideally suited to work refining and making improvements. Ideally, RAJASHEKAR REDDY should report to a person who shares knowledge of his subject area and who will appreciate the importance of such improvements. If any major changes are contemplated in the terms of reference of the job, provide RAJASHEKAR REDDY with an overview of these changes, but allow him to attend to the subject matter and the detail.

Others have observed that RAJASHEKAR REDDY might be best suited to:

o studying to gain the knowledge the team requires

o work where versatility is needed

o developing new ideas

On the other hand, Observers have indicated that he might be less suited to work where:

o others need scope to consider the best course of action

o there is a need for quiet, concentrated work

RAJASHEKAR REDDY KUKUDALA

Observed Team Role Strengths and Weaknesses

SPI completed on 13-Apr-2021 © BELBIN 2011 Page 10 Report printed on 14-Apr-2021

The bar graph in this report shows your Observers' responses broken down into the strengths and associated weaknesses for each Team Role. An associated weakness is termed allowable if it operates alongside the observed strengths of the Team Role.

This report is based on 4 Observer Assessments.

Associated Weaknesses Strengths

IMP

RAJASHEKAR REDDY KUKUDALA

List of Observer Responses

SPI completed on 13-Apr-2021 © BELBIN 2011 Page 11 Report printed on 14-Apr-2021

When observers complete an Observer Assessment, they can tick or double-tick adjectives which they think apply to you. This report shows the ticks received for each word, in descending order. Words which denote your associated weaknesses are shown in italics.

This report is based on 4 Observer Assessments.

Please note: if the Observer Assessments were completed in a different language to the one specified for this report, the equivalent word or phrase is used.

studious 5

willing to adapt 5

imaginative 4

motivated by learning 4

self-reliant 4

helpful 4

encouraging of others 4

disciplined 4

methodical 4

accurate 4

free-thinking 4

dedicated to subject 4

pushy 4

inventive 3

perfectionist 3

impartial 3

over-talkative 3

inflexible 3

inconsistent 3

absent-minded 3

persevering 3

meticulous 3

consultative 3

perceptive 3

practical 3

resistant to change 3

oblivious 3

confident and relaxed 3

caring 3

unenthusiastic 3

corrects errors 3

impatient 3

creative 2

enterprising 2

challenging 2

territorial 2

sceptical 2

restricted in outlook 2

outspoken 2

manipulative 2

frightened of failure 2

confrontational 2

diplomatic 2

realistic 2

outgoing 2

analytical 2

reluctant to allocate work 2

persuasive 2

fearful of conflict 2

reliable 2

engrossed in own area 2

indecisive 2

original 1

tough 1

seizes opportunities 1

shrewd 1

hard-driving 1

over-sensitive 1

inquisitive 1

broad in outlook 1

logical 1

efficient 1

over-delegating 1

impulsive 1

fussy 1

competitive 1

unadventurous 1

procrastinating 1

uninvolved with specifics 1

eccentric 0

conscious of priorities 0

keen to impart expertise 0

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 on your Self-Perception plus 4 Observer Assessments.

Team Roles Work Style

1 2 3 4

CF SP

Refining

"I use my meticulous approach and knowledge to perfect things."

CF SH

Enforcing Standards

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

goals and objectives."

CF IMP

Deploying Quality Processes

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

SP SH

Autonomous Working

"My determination and self-reliance are my strengths."

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.