Leadership Solutions

TEAMWORKER: The Internal Facilitator
Co-operative, Perceptive, Diplomatic.
Listens, builds morale and averts friction.

Is this one of your Team Roles?

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Our Workshops:

In these workshops the overall aim is to increase participants’ understanding of themselves and others behaviours and contributions - to enable the team to communicate and work most effectively towards specific work objectives.  These can be followed up with individual and team sessions. We have an extensive network of experienced facilitators throughout New Zealand and the Pacific Islands ready to help.

Belbin Team Roles Workshop

If you and your team are new to Belbin Team Roles this workshop is a great place to start. Its aim is to enable the team and its individual members to maximise strengths and minimise weaknesses. This in turn will increase awareness, communication and effectiveness within the team so that it can better plan for the future. Belbin Team Roles gives a framework and a common language from which to explore and increase understanding of collective strengths and how to deploy these to best effect.


  • Introduction to the Team Roles model
  • Self- awareness: Feedback of individual Team Role profiles highlighting team members’ strengths and the management of ‘associated’ weaknesses through a number of interpretative exercises.
  • Team-awareness: Construction of a ‘Team Wheel’ to assess existing Team Composition (identifying overloads and voids), feedback of the Interplace generated Team Reports, Completion of Team Work Styles Chart (mapping the teams strengths on to workplace applications).
  • Application & Analysis: Using the above information and the team’s own organisational and operational knowledge, conduct a  Risk / Opportunity / Action Analysis.

These workshops are ideally one day but can also be delivered in an effective half-day format
(3 hours) – ideal for starting up a team away day!


Belbin Coast to Coast Expedition

For a more experiential and adventurous introduction to Team Roles – try out our Coast to Coast Belbin Expedition! A walk across Auckland provides the setting for a shared learning experience designed to strengthen team cohesion and identity.

  • Taking advantage of Auckland City’s location between two harbours, teams take a day out of normal work routines to walk the sixteen kilometres from one harbour to the other – the Coast to Coast walk.
  • At 8 stations across the city, participants are introduced to the various Team Roles reports and encouraged to discuss and analyse these as they walk from point to point along the route.
  • On arrival at the end of the walk on the northern harbour all are fully aware of their Team Roles profiles and how they might best contribute to their team’s day to day work assignments.
  • Plus they have a very tangible feeling of team achievement, ‘We have walked across New Zealand’, and a great reason to celebrate – all key elements of a vibrant and effective team culture.
Read more about the Belbin Coast to Coast here (PDF)
Click here to visit the Auckland Council Coast to Coast website

If you are not Auckland based, talk to us and we'll help you set up a similar exercise in your area!

The Team Architect

Profiles that identify individual and team behavioural styles create a base of awareness – individual, interpersonal and team. This provides a starting point and firm base on which to build the full architecture of a team. The Team Architect workshop aims to build on this base by working a team through the elements of team architecture.

  • First step is to identify the priority development areas by running the Team Performance Check Sheet across the team.
  • Development actions can then be focussed on areas where skill growth will give the greatest performance improvement return. How much is undertaken within the initial workshop will depend on the time available.
  • Identified and priority ranked in the initial performance check, the components of the team architecture that can become development topics include;
    • The team goal
    • Team knowledge of functional and team roles
    • Guiding principles for team interactions
    • The leadership style and focus
    • Team performance measures
    • Performance review processes
    • Recognition and reward of individual and team performance
    • Assignment of work within the team
    • Team culture development
  • Action learning processes are used to work on the selected performance development areas – with the aim of building team members’ commitment and ownership of the architecture.
  • It is common for these initial actions to lead on further sessions that work the team through the identified development actions – team coaching – aiming to build the knowledge of and skill in establishing an effective team architecture.
  • Drawing on Team Roles knowledge and using the common performance language it generates, the architecture is built on a known and consistent foundation – the benefit of 'Building on a Belbin Base'.
The Team Toolbox

There is technique in team work and good teams constantly work to improve team technique.

Once the Team Architecture is established teams will, at varying rates, move into the performance maintenance phase. Here, the focus tends towards dealing with issues that ‘crop up’ – unplanned remedial actions that need to be attended to – and the known team maintenance tasks. The ongoing tasks include the team regularly reviewing its own team performance, periodically reviewing the actual measures it uses, welcoming and farewelling team members.

Here the Belbin Toolbox – that draws on team members’ Team Roles knowledge – can be used to good effect.

The Toolbox has a modular structure where each ‘tool’ provides a strategy for dealing with one of a number of common performance improvement topics – e.g. decision making, conflict management, meeting procedure, growing the team, giving feedback... The tools can be used in workshop situations, in coaching or for self-managed development.

As in the Team Architect area, a feature of all these performance improvement and maintenance tasks is that they draw on the common language and knowledge that comes with consistent use of the Belbin model and tools – a good return on the people development investment. It’s all about
'Building on a Belbin Base'.

Team Coaching

A half day or one day workshop to work an established team through periodic review to evaluate how it is working as a team.

  • Review team performance against established criteria
  • Revisit Team Roles allocations and on-the-job use with the intention of fine tuning.
  • As a team, work on a significant performance issue - identifying improvement actions and setting specific measures to facilitate accurate evaluation of progress at future review session.

Aiming to embed a regular process for reviewing ‘how’ the team is performing (its processes) to balance the more frequent content (what) focused meetings.

Recruiting for the Team

'While a number of applicants may be eligible for the job, who is the most suitable?'
Both the Belbin Team Roles individual, team and job profiling tools can be used to recruit new staff, to reassign or promote team members, to set up project teams and for coaching and career advice.

  • In assessing a candidate's suitability the individual’s Team Role profile can be used to review behavioural preferences of an individual and prepare behavioural based interview questions.
  • When evaluating how a candidate might fit into the team Team Reports  help assess whether an individual will be providing a much-needed gap-filling contribution or whether their Team Role preferences could cause conflict with other team members.
  • In assessing how the candidate fits with job using the The Belbin® Job Reports allows you to specify the attributes you require in a particular job. This can be used within HR for recruitment and discussion or presented to the candidate at interview and a compatibility report on a particular candidate’s suitability for the job can be produced.

Click here to learn more about Belbin and Recruitment and what the workshop will cover.

Sharpening the Strategic Focus

A. The Senior Management Group – a team or not a team?

  • A facilitated session to distinguish between the team and individual functions of each member of the executive group, when to work as a team and to deliver through individual effort.
  • Striking balance between the strategic and established operational modes.
  • Analysis of executive responsibilities to identify what needs to be brought to the management meeting.
  • Tools for effectively delivering on agreed responsibilities.
B. Belbin for Boards:
  • To provide board members with the opportunity to review what interpersonal skills they bring to the boardroom along with their professional expertise. And to review and confirm how they work together by agreeing on guiding principles for board interactions. Using Belbin Team Roles to build acknowledgement and utilisation of the varying interpersonal - as well as professional - skills board members bring to this strategic role.
Solving Strategic Issues

An approach to move existing teams into new problem solving and decision-making modes (such as disciplined consensus) by introducing an independent facilitator to take the chairing role – so permitting all team members to focus on the issue in hand and make their best contributions in a ‘protected’ environment. The skilled facilitator can then work the team through ‘unstructured’ situations characterised by uncertainty.


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