publishedAt: 2020-10-06T08:00:00.000Z
slug: “belbin-theory-in-everyday-collaboration” Do you encounter people on your team who seem to endlessly criticize new solutions? Perhaps you’re annoyed by people who spend too much time “on coffee breaks”? Finally - are you fed up with someone who gives orders to others but is lazy themselves and has no original ideas? It’s time to gain a new perspective, as their behavior may be the key to the success of your joint project.
I first heard about Team Role Theory from someone who had just completed practical workshops on its application in a group setting. During the course, she learned that she has the personality of an Evaluator - she excellently assesses the chances of a new solution succeeding, catches its weak points, and is a practical person. She spoke about all this with great enthusiasm. Why? Because it finally turned out that she wasn’t just an eternally criticizing and complaining person, and her colleagues suddenly understood that her comments weren’t personal, and that the contribution to the project she has to offer is very valuable. From that moment, colleagues stopped treating her like an enemy and instead saw her as a person for special tasks.
According to the theory created by Meredith Belbin, we distinguish nine types of team roles. Knowing them allows, above all, for better communication within the group - knowing our abilities, competencies, and disposition, we know what we can expect from each other and who to turn to with what problem. This also helps communicate more smoothly, as proper classification allows for formulating messages tailored to personality types.
Diagnosing what competencies our colleagues have is extremely helpful when we need to build a team for a new project. Belbin’s research proved that a team built from people with the most diverse competencies possible works most effectively. Naturally, this information is also useful when looking for one or several people to include in an existing project. Finally, when work has reached a dead end, it’s worth considering whether we’re missing someone with very specific competencies.
The team roles identified through research are:
Plant
As the name suggests, the Plant is someone who comes up with innovative ideas. Usually, this is one of the most intelligent people on the team. The fact that they have a brilliant idea doesn’t immediately mean they know how to implement it. Some Plants have so many ideas that they may seem chaotic.
Monitor Evaluator
We already mentioned this type of competency. This is a person who can rationally assess whether the Plant’s idea can be implemented. By outsiders, the Monitor Evaluator may be taken for a harsh and unkind person.
Coordinator
If the Monitor Evaluator determines that the Plant’s idea has a chance of success, the Coordinator enters the game. This is a person who knows colleagues’ competencies excellently and can best assign tasks to them to fully utilize their potential. This person may sometimes be perceived as lazy because they “only give orders.”
Implementer
The Implementer, in turn, is someone who consistently implements an idea regardless of whether they like it or not. This is a person who knows perfectly well what stage the project is at and what needs to be done next. If informational chaos has arisen in the team, this is the person to turn to. Consistency and a certain kind of “tunnel vision” sometimes make this person inflexible.
Completer Finisher
This role doesn’t need much explanation. The Completer Finisher watches over the quality of the task being performed, cares about deadlines, details, and legal loopholes. They may be perceived by those around them as a pedant.
Shaper
The Shaper role can be described as “rallying the troops.” This is someone who is characterized by great charisma and authority and can mobilize the team to action. The Shaper is open and sociable, but if things don’t go their way, they can also be choleric.
Teamworker
Here too, much can be deduced from the role name. Someone like this is needed on every larger team. It is the Teamworker who is most often caught having coffee. However, they are essential for maintaining a good atmosphere and preventing conflicts. This person is often compliant and indecisive.
Resource Investigator
This is someone who most often communicates outside the team. They find needed information, resources, and even new team members. They bring fresh information to the group. Usually this is a well-liked person, but for some too direct and enthusiastic.
Specialist
As the name indicates, the Specialist is an expert who, thanks to their experience, will help implement the project. Unfortunately, even specialists make mistakes. When seeking an expert opinion, keep in mind that they are often also somewhat conceited.
Nine personality types doesn’t mean that every team must have at least nine people to work most effectively. After getting acquainted with the roles, it’s easy to notice that some of them can be fulfilled in one person. The Monitor Evaluator can also be a Specialist; the Shaper can also be a Coordinator. Moreover, not all tasks require all competencies. Knowing them is crucial, however, when the team is not achieving goals in the expected way.
Try to consider what roles different people play in your group. Thanks to this, you’ll know at what stage of project implementation their role is key. If your project has stalled in one place, perhaps you need a change of course - then you’ll need a Plant. Maybe your motivation has simply dropped? Then a Shaper will be essential. If there are frictions in the team, you need a Teamworker, someone who will be a kind of buffer.
Author: Agnieszka Kasyaniuk - Piwko
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Frequently Asked Questions
Can one person fulfill multiple Belbin team roles?
Yes, most people have two or three dominant team roles that they naturally gravitate toward. For example, a Monitor Evaluator can also be a Specialist, and a Shaper can double as a Coordinator. This means effective teams do not necessarily need nine or more members, as individuals can cover multiple roles depending on the situation.
How do I identify which Belbin role I play in my team?
The most reliable method is the official Belbin Self-Perception Inventory combined with observer assessments from colleagues who work closely with you. However, you can start by reflecting on your natural tendencies: do you generate ideas (Plant), evaluate them critically (Monitor Evaluator), organize people (Coordinator), or maintain team harmony (Teamworker)? Honest self-reflection combined with peer feedback provides a practical starting point.
What should I do if my team is missing a critical Belbin role?
If your team lacks a particular role and the project is stalling, you have several options: recruit someone with the missing competency, ask an existing team member to consciously step into that role, or bring in an external contributor for specific phases. Recognizing the gap is the most important step, because once you understand which role is absent, you can design targeted solutions rather than struggling with vague dysfunction.
Is Belbin theory still relevant for remote and distributed teams?
Belbin roles remain highly relevant for remote teams because the underlying dynamics of collaboration do not change with the work format. Remote teams still need Plants to generate ideas, Coordinators to assign tasks, and Teamworkers to maintain cohesion. The key difference is that role-related behaviors may be less visible in remote settings, making intentional role awareness and communication even more important.