How often are square pegs forced into round holes? Are all holes the same shape? Or do we only assume that they are or should be? Most of us subscribe to the value of variety in an ecosystem, a business and a team. We do need different pegs and different holes, because diversity can deliver imagination, intuition, introspection, intensity and implementation.

But how often do we hear (or say) "that person will never make a manager because they do not have enough ideas?" How often do we miss the ideas in a team by only looking for them in the individual? With the peg-boards of our childhood, getting the right shapes in the right holes required vision, skill and subtlety ... not a sledge-hammer. The same is true today when we work to get the right combinations and results from our teams. Again, it can be a rewarding learning experience.

Back in the 1970s and 1980s at the Henley Staff College, Meredith Belbin devised an approach to team roles that is based on solid research and has stood the test of time. He is the author of "Management Teams: Why they Succeed or Fail" and "Team Roles at Work", both published by Butterworth Heinemann.

Belbin describes nine team roles. They are described not so people can be fitted into holes, but rather so they can play to their strengths and complement those of other team members. Understanding Belbin’s model helps teams achieve better results. It can also help team members achieve greater satisfaction by adopting comfortable and fulfilling roles.

John Allen is accredited in the Belbin approach. His course material and workshop approach for helping teams combines the solid theory and profiling service of Belbin with his own flair and experience.

Participants come away from the session with:

• A sound understanding of the Belbin concepts
• An appreciation of their preferred team roles
• A better view of how others see the roles they play and how they can be more effective

A series of team exercises round out a valuable learning experience which clients regularly rate as "Very Good". They see how teams can work for better rewards, for the team and the individual.

Good value in setting initial framework and understanding of how we would work together

Interesting team combinations, highlighting missing roles and how different types of people take on a particular task

Revealing to see own profile and how to make most of this

Very valuable ... especially the situational aspect

The best approach that I have seen to developing teamwork

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