On a Role

ON A ROLE Roles on a Team and How They Apply to the Enterprise Some people like leading the charge. Others would rather engage behind the scenes. In the enterprise, teams typically are made up of people with different skills and can be scattered all over the world. Many companies use behavioral models to create teams in order to harness the unique skills of each member, and ensure the group works together effectively. In 1981, English management theorist Dr. Raymond Meredith Belbin identified nine distinct roles in a team that take advantage of four natural qualities. Today, this model is used by organizations around the world as a tried and true formula for building a high-performing team. Take a look at the four natural qualities and nine roles to see where you would fit in. LEADING COORDINATOR Key qualities: Confident; organized Tasks: Makes key decisions, delegate tasks, and clarifies goals. Possible enterprise equivalent: Director SHAPER Key qualities: Creative; dynamic; energetic Tasks: Keeps the momentum strong and ensures that the team doesn't lose focus. Possible enterprise equivalent: Project Manager ACTING IMPLEMENTER Key qualities: Efficient; reliable; disciplined Tasks: Transforms ideas into practice. Possible enterprise equivalent: Product Manager FINISHER Key qualities: Detailed; punctual; driven Tasks: Polishes and reviews work for errors at the end of a project. Possible enterprise equivalent: Editor; Quality Assurance ----- - ... THINKING PLANT Key qualities: Imaginative; unorthodox Tasks: plve problems with a creative approach Possible enterprise equivalent: Creative Director MONITOR/EVALUATOR Key qualities: Strategic; good judgment Tasks: Provides a logical look at the situation and weighs the o Possible enterprise equivalent: Data Analyst SPECIALIST Key qualities: Self-motivated; dedicated Tasks: Provides unique skills and expertise in a key area that can help solve problem Possible enterprise equivalent: Information Architect SOCIALIZING RESOURCE INVESTIGATOR Key qualities: Extroverted; enthusiastic; good communicator Tasks: Identifies, captures and promotes opportunities for the project. Possible enterprise equivalent: Director of Public Relations TEAM WORKER Key qualities: Cooperative; agreeable Tasks: Help other members perform the task and work to reach a goal. Possible enterprise equivalent: Marketing Associate FIVE SIGNS OF INEFFECTIVE TEAM MEMBERS RELUCTANCE TO PULL THEIR OWN WEIGHT Team members who don't perform their duties or tasks force other members to compensate for their lack of productivity. INFLEXIBILITY Members with a "my way or the highway" mentality, and after awhile, people shut down and just wait to be told what to do. PROCRASTINATION Members that wait until the last minute to get their task complete are usually not producing the best work for their team. POOR COMMUNICATION Whether they're ineffective communicators or simply don't communicate at all, these team members can negatively impact the success of the project. SELFISHNESS People who are unwilling to share their knowledge or collaborate with other members ultimately put their needs above those of the group. O SOCIALCAST SOURCES BELRIN.COM IMPROVINGTEAMS.COM CHANGINGMINDS. ORG I LIKEATEAM COM 01 SOCIALDAST INE ALL OER TRADEMASHEREN ARE RECOGNCED TO BE THE PROPERTY OF THER RESPECTVE OWNERS ON A ROLE Roles on a Team and How They Apply to the Enterprise Some people like leading the charge. Others would rather engage behind the scenes. In the enterprise, teams typically are made up of people with different skills and can be scattered all over the world. Many companies use behavioral models to create teams in order to harness the unique skills of each member, and ensure the group works together effectively. In 1981, English management theorist Dr. Raymond Meredith Belbin identified nine distinct roles in a team that take advantage of four natural qualities. Today, this model is used by organizations around the world as a tried and true formula for building a high-performing team. Take a look at the four natural qualities and nine roles to see where you would fit in. LEADING COORDINATOR Key qualities: Confident; organized Tasks: Makes key decisions, delegate tasks, and clarifies goals. Possible enterprise equivalent: Director SHAPER Key qualities: Creative; dynamic; energetic Tasks: Keeps the momentum strong and ensures that the team doesn't lose focus. Possible enterprise equivalent: Project Manager ACTING IMPLEMENTER Key qualities: Efficient; reliable; disciplined Tasks: Transforms ideas into practice. Possible enterprise equivalent: Product Manager FINISHER Key qualities: Detailed; punctual; driven Tasks: Polishes and reviews work for errors at the end of a project. Possible enterprise equivalent: Editor; Quality Assurance ----- - ... ΤHINKING PLANT Key qualities: Imaginative; unorthodox Tasks: plve problems with a creative approach Possible enterprise equivalent: Creative Director MONITOR/EVALUATOR Key qualities: Strategic; good judgment Tasks: Provides a logical look at the situation and weighs the o Possible enterprise equivalent: Data Analyst SPECIALIST Key qualities: Self-motivated; dedicated Tasks: Provides unique skills and expertise in a key area that can help solve problem Possible enterprise equivalent: Information Architect SOCIALIZING RESOURCE INVESTIGATOR Key qualities: Extroverted; enthusiastic; good communicator Tasks: Identifies, captures and promotes opportunities for the project. Possible enterprise equivalent: Director of Public Relations TEAM WORKER Key qualities: Cooperative; agreeable Tasks: Help other members perform the task and work to reach a goal. Possible enterprise equivalent: Marketing Associate FIVE SIGNS OF INEFFECTIVE TEAM MEMBERS RELUCTANCE TO PULL THEIR OWN WEIGHT Team members who don't perform their duties or tasks force other members to compensate for their lack of productivity. INFLEXIBILITY Members with a "my way or the highway" mentality, and after awhile, people shut down and just wait to be told what to do. PROCRASTINATION Members that wait until the last minute to get their task complete are usually not producing the best work for their team. POOR COMMUNICATION Whether they're ineffective communicators or simply don't communicate at all, these team members can negatively impact the success of the project. SELFISHNESS People who are unwilling to share their knowledge or collaborate with other members ultimately put their needs above those of the group. O SOCIALCAST SOURCES BELRIN.COM IMPROVINGTEAMS.COM CHANGINGMINDS. ORG I LIKEATEAM COM 01 SOCIALDAST INE ALL OER TRADEMASHEREN ARE RECOGNCED TO BE THE PROPERTY OF THER RESPECTVE OWNERS ON A ROLE Roles on a Team and How They Apply to the Enterprise Some people like leading the charge. Others would rather engage behind the scenes. In the enterprise, teams typically are made up of people with different skills and can be scattered all over the world. Many companies use behavioral models to create teams in order to harness the unique skills of each member, and ensure the group works together effectively. In 1981, English management theorist Dr. Raymond Meredith Belbin identified nine distinct roles in a team that take advantage of four natural qualities. Today, this model is used by organizations around the world as a tried and true formula for building a high-performing team. Take a look at the four natural qualities and nine roles to see where you would fit in. LEADING COORDINATOR Key qualities: Confident; organized Tasks: Makes key decisions, delegate tasks, and clarifies goals. Possible enterprise equivalent: Director SHAPER Key qualities: Creative; dynamic; energetic Tasks: Keeps the momentum strong and ensures that the team doesn't lose focus. Possible enterprise equivalent: Project Manager ACTING IMPLEMENTER Key qualities: Efficient; reliable; disciplined Tasks: Transforms ideas into practice. Possible enterprise equivalent: Product Manager FINISHER Key qualities: Detailed; punctual; driven Tasks: Polishes and reviews work for errors at the end of a project. Possible enterprise equivalent: Editor; Quality Assurance ----- - ... ΤHINKING PLANT Key qualities: Imaginative; unorthodox Tasks: plve problems with a creative approach Possible enterprise equivalent: Creative Director MONITOR/EVALUATOR Key qualities: Strategic; good judgment Tasks: Provides a logical look at the situation and weighs the o Possible enterprise equivalent: Data Analyst SPECIALIST Key qualities: Self-motivated; dedicated Tasks: Provides unique skills and expertise in a key area that can help solve problem Possible enterprise equivalent: Information Architect SOCIALIZING RESOURCE INVESTIGATOR Key qualities: Extroverted; enthusiastic; good communicator Tasks: Identifies, captures and promotes opportunities for the project. Possible enterprise equivalent: Director of Public Relations TEAM WORKER Key qualities: Cooperative; agreeable Tasks: Help other members perform the task and work to reach a goal. Possible enterprise equivalent: Marketing Associate FIVE SIGNS OF INEFFECTIVE TEAM MEMBERS RELUCTANCE TO PULL THEIR OWN WEIGHT Team members who don't perform their duties or tasks force other members to compensate for their lack of productivity. INFLEXIBILITY Members with a "my way or the highway" mentality, and after awhile, people shut down and just wait to be told what to do. PROCRASTINATION Members that wait until the last minute to get their task complete are usually not producing the best work for their team. POOR COMMUNICATION Whether they're ineffective communicators or simply don't communicate at all, these team members can negatively impact the success of the project. SELFISHNESS People who are unwilling to share their knowledge or collaborate with other members ultimately put their needs above those of the group. O SOCIALCAST SOURCES BELRIN.COM IMPROVINGTEAMS.COM CHANGINGMINDS. ORG I LIKEATEAM COM 01 SOCIALDAST INE ALL OER TRADEMASHEREN ARE RECOGNCED TO BE THE PROPERTY OF THER RESPECTVE OWNERS ON A ROLE Roles on a Team and How They Apply to the Enterprise Some people like leading the charge. Others would rather engage behind the scenes. In the enterprise, teams typically are made up of people with different skills and can be scattered all over the world. Many companies use behavioral models to create teams in order to harness the unique skills of each member, and ensure the group works together effectively. In 1981, English management theorist Dr. Raymond Meredith Belbin identified nine distinct roles in a team that take advantage of four natural qualities. Today, this model is used by organizations around the world as a tried and true formula for building a high-performing team. Take a look at the four natural qualities and nine roles to see where you would fit in. LEADING COORDINATOR Key qualities: Confident; organized Tasks: Makes key decisions, delegate tasks, and clarifies goals. Possible enterprise equivalent: Director SHAPER Key qualities: Creative; dynamic; energetic Tasks: Keeps the momentum strong and ensures that the team doesn't lose focus. Possible enterprise equivalent: Project Manager ACTING IMPLEMENTER Key qualities: Efficient; reliable; disciplined Tasks: Transforms ideas into practice. Possible enterprise equivalent: Product Manager FINISHER Key qualities: Detailed; punctual; driven Tasks: Polishes and reviews work for errors at the end of a project. Possible enterprise equivalent: Editor; Quality Assurance ----- - ... ΤHINKING PLANT Key qualities: Imaginative; unorthodox Tasks: plve problems with a creative approach Possible enterprise equivalent: Creative Director MONITOR/EVALUATOR Key qualities: Strategic; good judgment Tasks: Provides a logical look at the situation and weighs the o Possible enterprise equivalent: Data Analyst SPECIALIST Key qualities: Self-motivated; dedicated Tasks: Provides unique skills and expertise in a key area that can help solve problem Possible enterprise equivalent: Information Architect SOCIALIZING RESOURCE INVESTIGATOR Key qualities: Extroverted; enthusiastic; good communicator Tasks: Identifies, captures and promotes opportunities for the project. Possible enterprise equivalent: Director of Public Relations TEAM WORKER Key qualities: Cooperative; agreeable Tasks: Help other members perform the task and work to reach a goal. Possible enterprise equivalent: Marketing Associate FIVE SIGNS OF INEFFECTIVE TEAM MEMBERS RELUCTANCE TO PULL THEIR OWN WEIGHT Team members who don't perform their duties or tasks force other members to compensate for their lack of productivity. INFLEXIBILITY Members with a "my way or the highway" mentality, and after awhile, people shut down and just wait to be told what to do. PROCRASTINATION Members that wait until the last minute to get their task complete are usually not producing the best work for their team. POOR COMMUNICATION Whether they're ineffective communicators or simply don't communicate at all, these team members can negatively impact the success of the project. SELFISHNESS People who are unwilling to share their knowledge or collaborate with other members ultimately put their needs above those of the group. O SOCIALCAST SOURCES BELRIN.COM IMPROVINGTEAMS.COM CHANGINGMINDS. ORG I LIKEATEAM COM 01 SOCIALDAST INE ALL OER TRADEMASHEREN ARE RECOGNCED TO BE THE PROPERTY OF THER RESPECTVE OWNERS ON A ROLE Roles on a Team and How They Apply to the Enterprise Some people like leading the charge. Others would rather engage behind the scenes. In the enterprise, teams typically are made up of people with different skills and can be scattered all over the world. Many companies use behavioral models to create teams in order to harness the unique skills of each member, and ensure the group works together effectively. In 1981, English management theorist Dr. Raymond Meredith Belbin identified nine distinct roles in a team that take advantage of four natural qualities. Today, this model is used by organizations around the world as a tried and true formula for building a high-performing team. Take a look at the four natural qualities and nine roles to see where you would fit in. LEADING COORDINATOR Key qualities: Confident; organized Tasks: Makes key decisions, delegate tasks, and clarifies goals. Possible enterprise equivalent: Director SHAPER Key qualities: Creative; dynamic; energetic Tasks: Keeps the momentum strong and ensures that the team doesn't lose focus. Possible enterprise equivalent: Project Manager ACTING IMPLEMENTER Key qualities: Efficient; reliable; disciplined Tasks: Transforms ideas into practice. Possible enterprise equivalent: Product Manager FINISHER Key qualities: Detailed; punctual; driven Tasks: Polishes and reviews work for errors at the end of a project. Possible enterprise equivalent: Editor; Quality Assurance ----- - ... ΤHINKING PLANT Key qualities: Imaginative; unorthodox Tasks: plve problems with a creative approach Possible enterprise equivalent: Creative Director MONITOR/EVALUATOR Key qualities: Strategic; good judgment Tasks: Provides a logical look at the situation and weighs the o Possible enterprise equivalent: Data Analyst SPECIALIST Key qualities: Self-motivated; dedicated Tasks: Provides unique skills and expertise in a key area that can help solve problem Possible enterprise equivalent: Information Architect SOCIALIZING RESOURCE INVESTIGATOR Key qualities: Extroverted; enthusiastic; good communicator Tasks: Identifies, captures and promotes opportunities for the project. Possible enterprise equivalent: Director of Public Relations TEAM WORKER Key qualities: Cooperative; agreeable Tasks: Help other members perform the task and work to reach a goal. Possible enterprise equivalent: Marketing Associate FIVE SIGNS OF INEFFECTIVE TEAM MEMBERS RELUCTANCE TO PULL THEIR OWN WEIGHT Team members who don't perform their duties or tasks force other members to compensate for their lack of productivity. INFLEXIBILITY Members with a "my way or the highway" mentality, and after awhile, people shut down and just wait to be told what to do. PROCRASTINATION Members that wait until the last minute to get their task complete are usually not producing the best work for their team. POOR COMMUNICATION Whether they're ineffective communicators or simply don't communicate at all, these team members can negatively impact the success of the project. SELFISHNESS People who are unwilling to share their knowledge or collaborate with other members ultimately put their needs above those of the group. O SOCIALCAST SOURCES BELRIN.COM IMPROVINGTEAMS.COM CHANGINGMINDS. ORG I LIKEATEAM COM 01 SOCIALDAST INE ALL OER TRADEMASHEREN ARE RECOGNCED TO BE THE PROPERTY OF THER RESPECTVE OWNERS ON A ROLE Roles on a Team and How They Apply to the Enterprise Some people like leading the charge. Others would rather engage behind the scenes. In the enterprise, teams typically are made up of people with different skills and can be scattered all over the world. Many companies use behavioral models to create teams in order to harness the unique skills of each member, and ensure the group works together effectively. In 1981, English management theorist Dr. Raymond Meredith Belbin identified nine distinct roles in a team that take advantage of four natural qualities. Today, this model is used by organizations around the world as a tried and true formula for building a high-performing team. Take a look at the four natural qualities and nine roles to see where you would fit in. LEADING COORDINATOR Key qualities: Confident; organized Tasks: Makes key decisions, delegate tasks, and clarifies goals. Possible enterprise equivalent: Director SHAPER Key qualities: Creative; dynamic; energetic Tasks: Keeps the momentum strong and ensures that the team doesn't lose focus. Possible enterprise equivalent: Project Manager ACTING IMPLEMENTER Key qualities: Efficient; reliable; disciplined Tasks: Transforms ideas into practice. Possible enterprise equivalent: Product Manager FINISHER Key qualities: Detailed; punctual; driven Tasks: Polishes and reviews work for errors at the end of a project. Possible enterprise equivalent: Editor; Quality Assurance ----- - ... ΤHINKING PLANT Key qualities: Imaginative; unorthodox Tasks: plve problems with a creative approach Possible enterprise equivalent: Creative Director MONITOR/EVALUATOR Key qualities: Strategic; good judgment Tasks: Provides a logical look at the situation and weighs the o Possible enterprise equivalent: Data Analyst SPECIALIST Key qualities: Self-motivated; dedicated Tasks: Provides unique skills and expertise in a key area that can help solve problem Possible enterprise equivalent: Information Architect SOCIALIZING RESOURCE INVESTIGATOR Key qualities: Extroverted; enthusiastic; good communicator Tasks: Identifies, captures and promotes opportunities for the project. Possible enterprise equivalent: Director of Public Relations TEAM WORKER Key qualities: Cooperative; agreeable Tasks: Help other members perform the task and work to reach a goal. Possible enterprise equivalent: Marketing Associate FIVE SIGNS OF INEFFECTIVE TEAM MEMBERS RELUCTANCE TO PULL THEIR OWN WEIGHT Team members who don't perform their duties or tasks force other members to compensate for their lack of productivity. INFLEXIBILITY Members with a "my way or the highway" mentality, and after awhile, people shut down and just wait to be told what to do. PROCRASTINATION Members that wait until the last minute to get their task complete are usually not producing the best work for their team. POOR COMMUNICATION Whether they're ineffective communicators or simply don't communicate at all, these team members can negatively impact the success of the project. SELFISHNESS People who are unwilling to share their knowledge or collaborate with other members ultimately put their needs above those of the group. O SOCIALCAST SOURCES BELRIN.COM IMPROVINGTEAMS.COM CHANGINGMINDS. ORG I LIKEATEAM COM 01 SOCIALDAST INE ALL OER TRADEMASHEREN ARE RECOGNCED TO BE THE PROPERTY OF THER RESPECTVE OWNERS ON A ROLE Roles on a Team and How They Apply to the Enterprise Some people like leading the charge. Others would rather engage behind the scenes. In the enterprise, teams typically are made up of people with different skills and can be scattered all over the world. Many companies use behavioral models to create teams in order to harness the unique skills of each member, and ensure the group works together effectively. In 1981, English management theorist Dr. Raymond Meredith Belbin identified nine distinct roles in a team that take advantage of four natural qualities. Today, this model is used by organizations around the world as a tried and true formula for building a high-performing team. Take a look at the four natural qualities and nine roles to see where you would fit in. LEADING COORDINATOR Key qualities: Confident; organized Tasks: Makes key decisions, delegate tasks, and clarifies goals. Possible enterprise equivalent: Director SHAPER Key qualities: Creative; dynamic; energetic Tasks: Keeps the momentum strong and ensures that the team doesn't lose focus. Possible enterprise equivalent: Project Manager ACTING IMPLEMENTER Key qualities: Efficient; reliable; disciplined Tasks: Transforms ideas into practice. Possible enterprise equivalent: Product Manager FINISHER Key qualities: Detailed; punctual; driven Tasks: Polishes and reviews work for errors at the end of a project. Possible enterprise equivalent: Editor; Quality Assurance ----- - ... ΤHINKING PLANT Key qualities: Imaginative; unorthodox Tasks: plve problems with a creative approach Possible enterprise equivalent: Creative Director MONITOR/EVALUATOR Key qualities: Strategic; good judgment Tasks: Provides a logical look at the situation and weighs the o Possible enterprise equivalent: Data Analyst SPECIALIST Key qualities: Self-motivated; dedicated Tasks: Provides unique skills and expertise in a key area that can help solve problem Possible enterprise equivalent: Information Architect SOCIALIZING RESOURCE INVESTIGATOR Key qualities: Extroverted; enthusiastic; good communicator Tasks: Identifies, captures and promotes opportunities for the project. Possible enterprise equivalent: Director of Public Relations TEAM WORKER Key qualities: Cooperative; agreeable Tasks: Help other members perform the task and work to reach a goal. Possible enterprise equivalent: Marketing Associate FIVE SIGNS OF INEFFECTIVE TEAM MEMBERS RELUCTANCE TO PULL THEIR OWN WEIGHT Team members who don't perform their duties or tasks force other members to compensate for their lack of productivity. INFLEXIBILITY Members with a "my way or the highway" mentality, and after awhile, people shut down and just wait to be told what to do. PROCRASTINATION Members that wait until the last minute to get their task complete are usually not producing the best work for their team. POOR COMMUNICATION Whether they're ineffective communicators or simply don't communicate at all, these team members can negatively impact the success of the project. SELFISHNESS People who are unwilling to share their knowledge or collaborate with other members ultimately put their needs above those of the group. O SOCIALCAST SOURCES BELRIN.COM IMPROVINGTEAMS.COM CHANGINGMINDS. ORG I LIKEATEAM COM 01 SOCIALDAST INE ALL OER TRADEMASHEREN ARE RECOGNCED TO BE THE PROPERTY OF THER RESPECTVE OWNERS