The Power of Belbin Team Roles: A Client Case Study

Stepping into the role of CEO for a high-growth tech start-up is an exhilarating experience, but it’s not without its challenges. For Mark (name changed), the founder and CEO of a tech start-up, the stakes were particularly high. He had built the company from the ground up, secured Series A funding and positioned the business for rapid growth. Yet, as Mark transitioned into his new role as CEO of what was to become a larger company, he faced new internal struggles in addition to high expectations from investors. Navigating the complexities of leadership while fostering team alignment in a fast-paced start-up environment threatened to feel overwhelming.

Mark's story is not unique. Many founders and managers transitioning into CEO roles face the same challenges: unlocking the full potential of their teams while maintaining momentum. The Belbin Team Roles are a framework that help leaders like Mark better understand both their own strengths and the unique contributions of their team members. In this article, I’ll walk you through how Belbin Team Roles transformed Mark's leadership and the dynamic of his start-up's leadership team.

The Start-up Challenge

After securing Series A funding, expectations were high. Mark was expected to scale the company rapidly while keeping his team aligned and motivated, but he had a suspicion that his leadership team wasn’t functioning as efficiently as it could. Communication breakdowns were frequent and there was an unspoken competition over roles and responsibilities.

Mark, a naturally driven and action-oriented leader, wanted to push the team forward. But it felt as though the team dynamics were holding them back. The pressure from stakeholders was mounting, and Mark began to feel that his leadership was being questioned. He needed a new approach, something that would help him understand the team better and realign it without losing momentum.

Introducing Belbin Team Roles

The Belbin framework identifies nine key roles that individuals play within a team, based on how they behave and contribute. Unlike traditional personality assessments, Belbin focuses on how people work together. The roles are grouped into three categories: Thinking-Oriented, Action-Oriented, and People-Oriented roles. Here’s a brief overview:

Figure 1. The Belbin Team Role Circle

Thinking-Oriented Roles:

Plant – Thinks creatively and comes up with new ideas.

Monitor Evaluator – Analyses options and makes informed decisions.

Specialist – Brings in-depth knowledge in a specific area.

Action-Oriented Roles:

Shaper – Challenges the team to improve and drives action.

Implementer – Turns ideas into practical actions.

Completer Finisher – Ensures tasks are thoroughly completed.

People-Oriented Roles:

Coordinator – Delegates effectively and brings the team together.

Teamworker – Helps the team work cohesively by supporting and collaborating.

Resource Investigator – Explores external opportunities and networks.

The Coaching Journey with Mark

Belbin assessments consist of two components: a self-assessment where individuals reflect on their own behaviours, and five observer assessments provided by colleagues who share their insights into how that person contributes to the team. This combination provides a well-rounded view of both self-perception and how others perceive an individual’s contributions.

In Mark’s case, his self-assessment confirmed that he naturally leaned toward the Shaper role, which aligned with his strong action-oriented leadership style. However, the observer feedback revealed that while Mark saw himself as energetic and results-driven, his colleagues noted tendencies of impatience and a reluctance to fully consider different perspectives. This insight became a crucial turning point for Mark, as he realized that his well-intentioned drive for progress was inadvertently creating friction within the team.

As we worked through Mark’s Belbin profile and those of his leadership team, clear patterns began to emerge. Mark’s Shaper tendencies were dominant, but his leadership team lacked a Teamworker or Coordinator—key roles that help facilitate team cohesion and delegate effectively. This gap was critical, as it meant there was little focus on fostering collaboration and ensuring the team was working toward shared goals.

Mark recognized that the absence of these roles was a gap he couldn’t ignore. He faced a choice: either hire someone externally to fill the Teamworker or Coordinator role, or cultivate these skills in existing team members. Through coaching, Mark began to assess his team for hidden potential and identified that some employees could step into these underrepresented roles with the right guidance and development.

Emma (name changed), the COO, had a strong Monitor Evaluator profile, preferring careful analysis before making decisions. Her thoughtful approach often clashed with Mark’s action-driven style, but once he saw how their roles could complement each other, they were able to bridge the gap. Mark learned to value Emma’s ability to slow down and consider all angles before moving forward, which led to more balanced decision-making.

Mark also identified James (name changed), whose Plant role had been underutilized. James possessed a knack for creative problem-solving, but his contributions had been overlooked in the rush to execute quickly. Recognizing the value of James’ innovative ideas, Mark started involving him more in strategic discussions, which injected fresh creativity into the team’s approach to challenges.

Outcomes and Successes

The most significant breakthroughs from this process were deeply transformational, not just for Mark’s leadership, but for his understanding of himself. The insights gained from Belbin were far more than just superficial adjustments to team dynamics—they reshaped Mark’s entire approach to leadership. Using our CTKC framework, here’s what Mark learned about himself and how it transformed his leadership:

Clarity:

Mark gained a profound understanding of his leadership style’s strengths and limitations. He realized that his natural tendency to lead as a Shaper—focused on action and results—was vital, but also needed to be balanced with roles that focused on team cohesion. This clarity helped him see where his team’s blind spots were and guided him to either fill those gaps internally or hire for them externally.

Trust:

Mark learned that trust isn’t just about delegation—it’s about understanding and appreciating different leadership styles. He grew to trust Emma’s careful decision-making as a Monitor Evaluator and James’ creativity as a Plant. But more importantly, Mark realized that trusting his team meant allowing space for different contributions, even when they didn’t immediately align with his action-oriented approach.

(Self-)Knowledge:

Mark’s leadership transformation wasn’t just about improving his team—it was about improving himself. Through the process, he realized that his Shaper drive for results could sometimes blind him to the value of team collaboration. He learned to step back, listen, and involve his team more fully in decision-making, which created a more inclusive leadership style. This self-awareness was a pivotal shift in how Mark viewed himself as a leader.

Commitment:

Mark made a commitment to lead differently in the future. He recognized that while his ability to push for action had driven the company’s success thus far, sustainable growth required a more balanced approach. Moving forward, Mark committed to ensuring that his leadership team was more balanced in terms of roles and contributions. He also committed to actively developing Teamworker and Coordinator skills in his leadership team to ensure a more collaborative, cohesive environment.

These insights and shifts were deeply transformational for Mark. He began to see leadership not as a race to get things done but as a collective journey where the team’s diverse strengths could be fully leveraged. This transformation led to more balanced decision-making, improved team dynamics, and ultimately, greater business success.

Conclusion

Mark’s journey with Belbin Team Roles demonstrates just how powerful this framework can be in reshaping leadership and team dynamics at a fundamental level. By understanding not only his strengths but also the gaps in his leadership team, Mark was able to make strategic adjustments that had a profound impact on the company. What started as a set of frustrating challenges evolved into a period of personal growth, stronger team alignment, and business success.

For leaders of start-ups, especially those facing the pressure to scale quickly, tools like Belbin Team Roles can provide invaluable insights into how to harness the strengths of your team. It’s not just about filling roles on an org chart; it’s about understanding how people work together and how, as a leader, you can bring out the best in them—and in yourself.

Final Thoughts / Author’s Note

Belbin Team Roles isn’t just a tool for building high-performing teams; it’s also an incredibly powerful resource for leaders and managers to learn important lessons about their own strengths and weaknesses. As an accredited Executive Coach and Belbin Team Role Practitioner, I’ve seen first-hand how this framework transforms both teams and leaders. At CTKC, we specialize in guiding newly appointed leaders and leadership teams through frameworks like Belbin, empowering them to achieve their full potential. If Mark’s story resonates with you, or if you’re facing similar challenges, don’t hesitate to reach out and explore how we can help.

This Client Case Study was published with the client's express permission. All names were changed to protect the privacy of those mentioned.