Coordinator - brings order into the team.People-oriented roles bring people and ideas together. Completer Finisher - pays attention to the smallest details and makes sure things are done right.
Implementer - brings self-discipline to the team. Shaper - extrovert that questions assumptions. Over the course of years, Belbin defined nine possible team roles, which he categorized into three groups: Action-Oriented RolesĪction-oriented roles focus on improving team’s performance, putting ideas into action, and meeting deadlines. The Apollo team experiment proved that good teams require balance. The team couldn’t reach a decision together while more pressing jobs were completely neglected. However, no one was willing to change their point of view and each member loved to find holes in each others’ arguments. The Apollo team members had spent most of their time debating and trying to persuade other members that their point of view was the correct one. However, it turned out that the team made out of the strongest individuals is not as effective as it should be - what’s more, it usually performed worse than a regular team. Expectations were high as everyone thought the superstars of the Apollo team would achieve success effortlessly. Logically, the next step in the research was to create a super team made up entirely of these outstanding individuals.īelbin named them the Apollo team. Those who passed with flying colors were smarter, had better analytical skills, and were better than others in almost every aspect. 
What Happens When You Make a Team out of A-Playersīelbin’s research produced several personality tests that enabled experts to determine if an individual will become a business superstar.
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