Occasionally, an individual’s behaviour can have a disproportionate effect on the team. Sometimes this effect is a positive one, but we tend to be involved when the effect is detrimental to the team.
New research by YouGov in the UK has found that over half of UK employees think annual appraisals are “pointless” or “time consuming”, and see them as outdated. Are the days of annual appraisals over?
Psychometric tests measure personality (who we are); Belbin measures behaviour (what we do). Observer Assessments are integral to the Belbin process, because they can provide behavioural evidence...
The success of an organisation is linked to the success of its teams. Make 2017 the year of the team.
It’s clear when organizations and culture change, leadership, people and teams change as well. An experience of the financial industry in Chile: A Belbin point of view.
For my part, one of my missions - in fact almost an obsession - is to use Belbin to get managers managing people more effectively and it is with this in mind that I would like to share the following:
During my 1st week here Jo wrote a blog focusing on how long someone can keep up their best behaviour in their new role and she questioned how long it would be before the team here saw the real me?
Why are managers getting such a bad rap? Surely there must be something that can be done to help managers manage, rather than write them off?
Jenni Russell commented in The Times (4/1/2016) that bosses don’t notice the strong and silent types. It pays to be one of the office jumper-uppers. So what advice should we give to the 'sloggers'?