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Belbin Team Role Report for

PURUSHOTHAM REDDY POTHIREDDY

University of Northumbria KB7036 People in Project Management

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.

PURUSHOTHAM REDDY POTHIREDDY

Team Role Overview

SPI completed on 25-Feb-2022 © BELBIN 2011 Page 3 Report printed on 25-Feb-2022

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

CF CO IMP TW RI ME PL SP SH

Key

CF Completer Finisher

CO Co-ordinator

IMP Implementer

TW Teamworker

RI Resource Investigator

ME Monitor Evaluator

PL Plant

SP Specialist

SH Shaper

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.

PURUSHOTHAM REDDY POTHIREDDY

Your Team Role Preferences

SPI completed on 25-Feb-2022 © BELBIN 2011 Page 4 Report printed on 25-Feb-2022

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. From your responses, your top Team Roles show a relatively high ratio of associated weaknesses to strengths. We recommend requesting Observer Assessments to give a more rounded view of your Team Role contributions.

PURUSHOTHAM REDDY POTHIREDDY

Team Role Feedback

SPI completed on 25-Feb-2022 © BELBIN 2011 Page 5 Report printed on 25-Feb-2022

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 have a disposition towards managerial liaison work, as well as a concern for accuracy and attention to detail. As such, you could be well-placed to act as the public advocate of quality, encouraging others to aspire to - and maintain - high standards.

If you are a manager, take a close interest in the jobs of those who work for you. Pay attention to exactly how things have been done without interfering or implying superior knowledge. If you find fault with what is being practised, you may achieve the desired results merely by posing one or two well-formulated questions. Always make yourself available as someone to whom others may turn to talk about key job issues.

When dealing with either your manager or colleagues, it may be advisable for you to avoid dwelling for too long on minor matters. Instead, you should project yourself as someone who believes that attention to detail as a general principle offers competitive advantage. Your mission is to communicate this outlook to all with whom you associate. You should be able to do so by reference to personal example and without resorting to rank or status. However, by bringing your actions and public words in line with each other you will command added respect.

Your working style should be one of taking a broad view and then getting down to the detail.

You could also focus on cultivating your ability for efficient planning and organisation. One of the most effective ways to establish your reputation is by hard work. If you can develop a practical way of working, not only are you likely to benefit, but you may well find others following your example.

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 obtains results by driving others forward. If you can work in harmony with someone who has these complementary qualities, your performance is likely to improve.

PURUSHOTHAM REDDY POTHIREDDY

Maximizing your Potential

SPI completed on 25-Feb-2022 © BELBIN 2011 Page 6 Report printed on 25-Feb-2022

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 very precise, demanding and achieving high standards in your work.

o be equally capable of taking a broad overview and focusing on details.

o draw out contributions from others and make the best use of the talent within a team.

Possible Weaknesses

You may:

o take a generalist approach and tend not to get involved with the specifics of a subject.

o find it difficult to adapt to quickly-changing events.

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

To play your Co-ordinator role to better effect, take the lead role in bringing others to agreement on important decisions. Aim for a balance between airing different views and moving to a conclusion.

PURUSHOTHAM REDDY POTHIREDDY

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 important to establish whether PURUSHOTHAM REDDY POTHIREDDY can work well under pressure and how he copes with meeting deadlines.

Work Environment

PURUSHOTHAM REDDY is well-suited to taking responsibility for an area where delivery to high standards is vital and where people's efforts need to be brought together to ensure that given standards are reached. It is important that responsibilities within the job should be clearly defined at the outset, so that PURUSHOTHAM REDDY knows which work is to be delegated and which will come under his own remit.

PURUSHOTHAM REDDY POTHIREDDY

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

CF CO

Checking Progress

"I like to ensure high standards are maintained by the whole group."

CF IMP

Deploying Quality Processes

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

CF TW

Assisting

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

others."

CO IMP

Organising

"My main strengths lie in organising myself and 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.