Team Roles and Belbin’s Model

Working in a team is not only about skills but also about how people behave when solving problems together. Sometimes you lead, sometimes you support, sometimes you challenge. This changes with your own preferences, the people around you, and even the setting. A team can behave very differently in a classroom project than at a pub quiz.

What Are Team Roles?

A team role is the pattern of behavior you bring to teamwork. Some prefer to organize and keep everyone on track. Others generate wild ideas, or check the details carefully. None of these roles are “better” or “worse.” They are simply different ways of adding value.

Info

Roles are about behavior, not permanent identity. You can act differently in different groups, or even in different phases of the same project.

Belbin’s Nine Roles

Belbin’s model describes nine common team roles. Think of them like “hats” people naturally put on during teamwork:

• Coordinator – Brings people together and clarifies goals.
• Shaper – Pushes the team forward and keeps up the pace.
• Plant – Generates creative and unusual ideas.
• Monitor Evaluator – Thinks critically, weighs pros and cons.
• Implementer – Turns plans into concrete actions.
• Completer Finisher – Spots errors and polishes the details.
• Resource Investigator – Connects with outsiders, finds tools or contacts.
• Teamworker – Keeps harmony, helps others cooperate.
• Specialist – Brings deep knowledge in one area.

Example

In software projects, the “Plant” might propose a new library, the “Implementer” writes the first working code, and the “Completer Finisher” checks edge cases and formatting before release.

Choosing Your Team

Now that you know your tendencies, here’s how to use them when forming project teams.

• Cover the basics. Make sure your team has people for idea generation, coordination, delivery, and quality checking. It’s less about a “perfect mix” and more about not missing a whole area.
• Homogeneous teams are not doomed. A group of mostly “Plants” or mostly “Finishers” can still succeed, but they need to compensate with processes (checklists, code reviews, demo rules) and outside feedback (tutor reviews, cross-team testing).
• No one is just one role. You might be mainly a Shaper but also take on Teamworker or Implementer duties. Always choose a primary role and a backup role you’re willing to fill.
• Redundancy is safety. At least two people should be able to cover each critical task. Otherwise, if someone gets sick or drops the course, the project can collapse (low bus factor).
• Practical first, chemistry second. The best predictor of success is teammates who are available, reliable, and communicative, not just “role chemistry.”
• Test the waters. If possible, try a short 60-minute trial task (build a small script, design a mock UI) before locking in teams. You’ll quickly see who delivers and how the dynamics feel.
• Adapt over time. Teams behave differently at planning, coding, or bug-fixing stages. Revisit roles after the first sprint and adjust.

Tip

A team contract helps: agree early on how you’ll make decisions, what “done” means, how often you meet, and how you’ll handle conflicts.

Danger

Don’t use roles as excuses (“I’m not a Finisher so I don’t check details”). Everyone is expected to stretch beyond comfort zones when needed.

Key Takeaways

• Roles are about how you behave now, not who you “are forever.”
• Teams work best when roles are balanced or compensated for.
• Homogeneous teams are risky, but not hopeless — they just need stronger processes.
• People can and should switch hats depending on the situation.
• Belbin is a useful tool, not a diagnosis. Deep analysis requires experts, but basic awareness makes student projects stronger.