phuti montja

Belbin Team RoleReport for

Phuti Montja

EskomEngineering

© BELBIN 2012 www.belbin.com‘BELBIN®’ is a registered trademark of BELBIN UK.

Team Role Summary Descriptions

Team Role Contribution Allowable Weaknesses

Plant

ResourceInvestigator

Co-ordinator

Shaper

MonitorEvaluator

Teamworker

Implementer

CompleterFinisher

Specialist

Creative, imaginative, free-thinking.Generates ideas and solves difficult

problems.

Ignores incidentals. Toopre-occupied to

communicate effectively.

Outgoing, enthusiastic,communicative. Explores

opportunities and develops contacts.

Over-optimistic. Losesinterest once initial

enthusiasm has passed.

Mature, confident, identifies talent.Clarifies goals. Delegates effectively.

Can be seen asmanipulative. Offloads own

share of the work.

Challenging, dynamic, thrives onpressure. Has the drive and courage

to overcome obstacles.

Prone to provocation.Offends people's feelings.

Sober, strategic and discerning. Seesall options and judges accurately.

Lacks drive and ability toinspire others. Can be

overly critical.

Co-operative, perceptive anddiplomatic. Listens and averts

friction.

Indecisive in crunchsituations. Avoids

confrontation.

Practical, reliable, efficient. Turnsideas into actions and organizes

work that needs to be done.

Somewhat inflexible. Slowto 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 anarrow front. Dwells on

technicalities.

Phuti Montja

Team Role Overview

SPI completed on 06-Aug-2013© BELBIN 2011 Report printed on 07-Aug-2013

The bar graph in this report shows your Team Roles in order from highest to lowest, using allavailable information. The other pages of your report will analyse your Team Role Overview inmore detail.

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

Percentile

Team Role

100

90

80

70

60

50

40

30

20

10

0

RI SH ME CF PL TW SP CO IMP

Key

RI Resource Investigator

SH Shaper

ME Monitor Evaluator

CF Completer Finisher

PL Plant

TW Teamworker

SP Specialist

CO Co-ordinator

IMP Implementer

The graph above shows your Team Roles in order of preference. Some people have an evenspread of Team Roles whilst others may have one or two very high and very low Team Roles. Anindividual 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 theinformation 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.

Phuti Montja

Analysis of your Team Role Composition


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


1 2 3 4 5 6 7 8 9

Phuti Montja's Self-Perception ME RI SH CF TW PL CO IMP SP

Observers:

Carel de Jager SP SH RI PL ME CF CO IMP TW

Delisiwe khambule RI SH PL SP CF TW ME IMP CO

Marthel Mhlanga RI SH IMP PL CF ME CO TW SP

mthobisi zuma PL RI CO CF IMP SH SP TW ME

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

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

While there is general agreement between your own views and those of your observers as to yourTeam Role strengths, there are also some discrepancies. If you feel strongly that you have more tooffer in the Team Roles you have identified, it is up to you to declare your preferences in theseareas.

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

Phuti Montja

Comparing Self and Observer Perceptions


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


Percentile

100

90

80

70

60

50

40

30

20

10

0SPI Obs

RI

SPI Obs

SH

SPI Obs

ME

SPI Obs

CF

SPI Obs

PL

SPI Obs

TW

SPI Obs

SP

SPI Obs

CO

SPI Obs

IMP

Team Role

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

RI

SH

ME

CF

PL

TW

SP

CO

IMP

Resource Investigator 89 79

Shaper 85 72

Monitor Evaluator 90 31

Completer Finisher 62 47

Plant 41 60

Teamworker 58 28

Specialist 6 56

Co-ordinator 21 36

Implementer 9 37

Phuti Montja

Your Team Role Preferences


This report shows your percentile scores for each Team Role, according to your Self-Perceptionresponses. Team Roles are divided by percentile score into Preferred, Manageable and LeastPreferred 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

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Plant

ResourceInvestigator

Co-ordinator

Shaper

MonitorEvaluator

Teamworker

Implementer

CompleterFinisher

Specialist

X

X

X

X

X

X

X

X

X

Dropped Points percentile: 37

Phuti Montja

Team Role Feedback


This report offers guidance and advice on the best way to manage your behaviour at work andmake the most of your Team Role contributions. The applicability of the advice may varydepending on the stage of your career and your current working situation.


You appear to be an energetic, driven individual, with an affinity for knowing how to react infast-moving situations. With considerable outward-looking drive, you are well-placed to copewith pressure. You should be at your best when working in a busy environment, where youcan make your mark by interacting with, and challenging, others. When you do so, expressyourself firmly, but in good humour, to ensure that you get others on board. As long as yourtone is driving but not scolding, your message will not be misunderstood.

Your approach to success is likely to be bold and striking, so to take others along with you.Your high work rate means that you need to face a wide range of challenges, so it isimportant that you should avoid environments which threaten to slow you down or restrictyour energy or scope. Your potential to be headstrong has one downside – you might get intodifficulties with your seniors or with colleagues. However, this very much depends on thecharacter of those with whom you work. Ideally, you need a manager who is not toorestrictive and colleagues who are sociable, patient and well-organised.

As a manager, seek out conscientious individuals who do not want to share the limelight. Youwill work best with someone who is diligent in tying up loose ends and ensuring thatimportant details are not overlooked.

Your operating style is in the classic entrepreneurial mould. This means that you are inclinedto look for opportunities and take them. This can be a high-risk field. The art lies in knowinghow to manage the risks. When mistakes are made, present them as the price of experienceand ensure that you are remembered instead for your successes.

You have some attributes of a person who is able to detach emotion and interpersonalissues from your thought processes. The best way to further this behaviour to youradvantage is to train yourself to stand back and take in the arguments presented by bothsides. Practise the art of not rushing into decisions or debate until you have reached areasoned decision. Others will come to realise that your verdict is worth the wait.

On a final note, you need to take account of the role for which you are least suited. You donot appear to have the characteristics of the practical organiser who attends to all the thingsthat optimise efficiency. If you can work in harmony with someone who has thesecomplementary qualities, your own performance is likely to improve.

Phuti Montja

Maximizing your Potential


This report highlights your Team Role strengths and possible weaknesses, based on your viewsand 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 moreeffectively.


Strengths

You:

· are dynamic and entrepreneurial: a developer of new ventures.

· require work where you can use your outgoing nature and personal initiative.

· prefer to have some authority and have a propensity for self-motivation.

Possible Weaknesses

You may:

· not be interested in work which requires organising people or tasks.

Understanding your Contribution (based on your self-perception)

Looking at the results solely from your self-perception (not taking any observer views intoaccount), you have highlighted two possible contributions you can make. Below is some advice onhow to play to your strengths further in these areas:

To play your Monitor Evaluator role to better effect, practise thinking about a problemand its implications from all possible angles. If you can show that your thoughtprocesses are not unduly influenced by majority viewpoints and the working culturearound you, your analytical skills may come to be highly valued.

To play your Resource Investigator role to better effect, establish yourself as the "go to"person for creative individuals who generate ideas and need someone to take them astep further.

Phuti Montja

Feedback and Development Suggestions


This report is ideal for handing to and discussing with your line manager. It will provide an insightinto your preferred way of working and the environment in which you thrive. Alternatively, thisreport is also a useful aid for any manager or recruitment specialist who wants to find out moreabout the individual in terms of their preferred working style and environment.


Key points

Phuti Montja may enjoy the discussion but do not allow the conversation to be steered away frompractical issues. Ask about the opportunities Phuti has encountered and capitalised upon, askinghow he would envisage putting things into practice, step by step.

Work Environment

Phuti should be placed in a fluid and unstructured job where events move swiftly. He would be bestsuited to a role at the cutting edge of change, which offers a great deal of scope and means workingunder pressure. Specify work in terms of goals and objectives and then give Phuti a free rein. Begenerous in offering resources but demand regular reports on progress.

Others have observed that Phuti might be best suited to:

· soaking up new information

· work where meeting new people is important

· influencing others to adopt a view or course of action

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

· he needs to be receptive to the ideas of others

· an interest needs to be taken in the work of others

Phuti Montja

Observed Team Role Strengths and Weaknesses


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

This report is based on 4 Observer Assessments.

Associated Weaknesses Strengths

PL

RI

CO

SH

ME

TW

IMP

CF

SP

Phuti Montja

List of Observer Responses


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

This report is based on 4 Observer Assessments.

motivated by learning 6

outgoing 6

persuasive 6

confident and relaxed 6

sceptical 5

outspoken 5

methodical 5

accurate 5

caring 5

dedicated to subject 5

engrossed in own area 5

frightened of failure 4

encouraging of others 4

disciplined 4

reliable 4

pushy 4

corrects errors 4

imaginative 3

seizes opportunities 3

hard-driving 3

challenging 3

studious 3

over-talkative 3

inconsistent 3

inquisitive 3

helpful 3

realistic 3

consultative 3

practical 3

logical 3

fussy 3

fearful of conflict 3

competitive 3

willing to adapt 3

impatient 3

original 2

inventive 2

tough 2

enterprising 2

territorial 2

over-sensitive 2

manipulative 2

eccentric 2

confrontational 2

self-reliant 2

broad in outlook 2

analytical 2

reluctant to allocate work 2

keen to impart expertise 2

creative 1

restricted in outlook 1

inflexible 1

persevering 1

diplomatic 1

efficient 1

resistant to change 1

over-delegating 1

impulsive 1

free-thinking 1

unadventurous 1

procrastinating 1

uninvolved with specifics 1

indecisive 1

perfectionist 0

shrewd 0

impartial 0

absent-minded 0

meticulous 0

perceptive 0

conscious of priorities 0

oblivious 0

unenthusiastic 0

Phuti Montja

Suggested Work Styles


This report looks at the combination of your top Team Roles and suggests working styles thatmay be suitable. Phrases are provided which summarise the relevant working styles.


Team Roles Work Style

1 2 3 4

Exploiting Opportunities

I like to be given responsibility forgrasping opportunities and driving

things forward.

Weighing up Options

I enjoy finding out what's going onelsewhere and considering what could

be relevant to us.

Contracting

I'm happy to make the contacts and totie up the loose ends.

Cross-examining

I like the challenge of digging for theanswers.

Glossary of Terms

1 of 2

Self-Perception Inventory (SPI)The Self‐Perception Inventory is the questionnaire an individual completes to ascertain his orher Team Roles. The questionnaire consists of eight sections, with each section containingten items. The individual is asked to allocate ten marks per section to those statements whichbest 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 whohave worked with the individual closely and recently and within the same context (e g withinhave worked with the individual closely and recently and within the same context (e.g. withinthe same team), since Team Role behaviours can change over time and in different situations,offering advice on managing this.

Team Role StrengthThese are the positive characteristics or behaviours associated with a particular Team Role.

Team Role WeaknessThis is the flipside of a strength: negative behaviour which can be displayed as the result of aparticular Team Role contribution. If someone is playing a particular Team Role well and theirstrengths 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 RoleWeaknesses become non allowable if taken to extreme or if the associated Team Rolestrength is not displayed.

PercentilesA percentile is a way of measuring your position in relation to others (the rest of thepopulation). If a group of people take a test and receive scores, these can be distributed fromhi h t t l t d i di id l’ b j d d i l ti t th f th Ifhighest to lowest and an individual’s score can be judged in relation to the scores of others. Ifa person’s score is in the 80th percentile, this indicates that 20% of people have scored morehighly for this measure.

PercentagesPercentages represent a proportion of the whole. If you take an aptitude test and score 70

© BELBIN® 2012 www.belbin.com‘BELBIN®’ is a registered trademark of BELBIN UK.

marks out of a possible 100, your score is 70%.

Glossary of Terms

2 of 2

Strong example of a Team RoleA strong example is someone who appears to play a particular Team Role to especially goodeffect. To qualify as a strong example of a particular Team Role, someone needs to be in the80th percentile for that Team Role according to their Self‐Perception. Once observerassessments are added, their feedback is also taken into account to determine whether ornot someone qualifies as a strong example.

Points DroppedSome items in the Self‐Perception Inventory pertain to claims about oneself rather than avalid Team Role contribution If you have made more claims than 90% of the population yourvalid Team Role contribution. If you have made more claims than 90% of the population, yourTeam Role feedback will take this into consideration.

© BELBIN® 2012 www.belbin.com‘BELBIN®’ is a registered trademark of BELBIN UK.

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