Using Belbin and Tuckman - Stages of a Team

Applying Belbin when teams are Forming, Storming, Norming or Performing.

Belbin and Tuckman: Building Better Teams

Two names stand out in team based organisational psychology – Belbin and Tuckman.

Bruce Tuckman’s four-stage model – Forming, Storming, Norming, Performing – outlines the progression of teams at each different development stage.

Dr Meredith Belbin’s framework define’s individual contributions to a team. Beyond job titles and personality types to build on behavioural strengths.

Combining theory and practical applications of Belbin and Tuckman provides a powerful approach to develop high-performing teams.

Belbin Scotland helps organisations integrate both models to achieve greater team collaboration and measurable success

Stage 1: Forming - First Impressions and Foundations

The forming stage is when a team is brought together for the first time.

Team behaviour may be more reserved or cautious. There is often less clarity of roles across the which can lead to uncertainty at the early stages of a team working together.

Introducing Belbin Team Roles from the start can create a common language to understand behaviour within the team.

Team members can share and understand how each work best. They can identify any similarities or behavioural differences. Increasing awareness in the team at an early stage helps set the tone for respectful working relationships.

Stage 2: Storming – Differences, Tensions and Turning Points

The next stage is Storming, where more challenge kicks in. Increasing risk of personality clashes, differing priorities and slower progress.

Teams can start to fall apart or become dysfunctional break down if this is not managed effectively.

Escalating tension and conflict can be reduced by using Belbin to understand any clashes or differences of style. It can demonstrate how opposite team role types (e.g. Shaper vs Teamworker) may cause friction. But friction that can be addressed with the right behavioural understanding.

Belbin depersonalises situations by focusing on the behaviour, not the person.

Stage 3: Norming – Alignment and Belonging

Beyond Storming stage, teams begin to function better as team “norms” are developed and established. The team figures out ways to work and team members start to align to the accepted “norm”.

As team relationships mature, roles also start to become clearer and trust builds.

Now is the time to fully embed Belbin into the team culture. To gain real benefit, move away from “one-off” Belbin applications.

Embedding Belbin based conversations and action planning, taking into account behavioural style and team dynamics, can be transformational.

Stage 4: Performing – Peak Performance and Continuous Development

Finally comes the performing stage. A team which is fully matured with a high level of self-awareness and cohesion. The team is focused and delivers high level achievements.

This is the stage where the team clearly move away from thinking about “I” to the collective “We”. Delivering greater collaborative success.

But high-performing teams aren’t static. Performance has to be maintained while teams continually change as team members leave or new colleagues start.

To maintain this, a team must continually review, adapt and improve. Otherwise it can regress to a previous stage and the team development cycle must start again.

Belbin can add value by ensuring style diversity, supporting succession planning and improving development the team.

Actionable Strategies for applying Belbin and Tuckman

By combining the Belbin and Tuckman models, Team Leaders can start to design and implement team development strategies that really work.

Here are some top tips to get you started what ever stage your team might be at.

Forming Team Strategies

Generate individual and a combined Belbin Team report before facilitating a team workshop.

Using reports to visualise the mix of Belbin Team Roles across the team. It can help uncover strengths, overlaps and potential gaps in the team.

Assign tasks and responsibilities with Belbin strengths in mind. Ask Resource Investigators to lead external stakeholder engagement or Co-ordinators to chair team meetings.

Team Leader tip: Encourage sharing of Belbin reports to understand how each person contributes to the team and keep conversations focused on improvement.

Storming Team Strategies

Reduce conflict by reframing issues: “Alex isn’t being too pushy. His very high Shaper role just means he strives to get faster results.”

Help the team to understand and appreciate opposing, complementary roles. Pair Plants with Implementers to balance creativity and ideas with practical, pragmatic solutions for greater success.

Introduce coaching using Belbin to help individuals develop ‘manageable roles’ for greater adaptability. Enable team members to reduce or eliminate work where it aligns to their least preferred role.

Team Leader tip: Encourage open communication in the team by sharing your own report. Give examples where you may have experienced conflict, lessons learned and what you did to improve. Build higher levels of trust with open communication.

Norming Team Strategies

Think about conducting a team role audit. Are people working to strengths? Are Team Roles duplicated or are there any gaps?

Use Belbin to improve your approach to meetings. Ask a Monitor Evaluator to challenge assumptions or a Completer Finisher to review meeting actions / outputs before sharing.

Improve cross-functional collaboration by forming projects teams that combine the right Team Role styles. Don’t just select a project team for technical skills or knowledge. Think about the behaviours which will add value.

Team Leader tip: Encourage feedback by using the language of Belbin; “I appreciated your Specialist input” or “We need some Plant input to solve the problem more creatively.”

Performing Team Strategies

With high performing teams, consider role rotation and broadening responsibilities to further develop secondary strengths. This can help future proof the team. By building shared knowledge and reducing dependance on any one team member.

Use Belbin reports to help strategic planning and resourcing. Before launching a new project, consider Belbin role contributions required. Contrast this with the current team’s profile. Are there gaps? Anyone you could pull in from another department with the right behavioural mix?

Conduct post-project reviews to assess what worked well. What could be improved? Identify any Belbin roles that have been under or over used. Apply learning for future projects.

Team Leader tip: A high-performing team still needs as much leadership and support. Actively apply Belbin and Tuckman principals during change, growth or transition to make sure performance levels remain high.

Beyond Tuckman: Advanced Belbin Practices

There are lots of other models or frameworks that can be combined with Belbin to create additional value. Including:

Psychological Safety (Amy Edmondson).

Belbin can create more inclusive conversations and help team members feel valued for their unique strengths.

Situational Leadership (Hersey and Blanchard)

Applying Situational Leadership principals can help take into account team stage and Belbin preferences.

Agile and Project Management.

In dynamic working environments, Belbin can ensure the right team composition is achieved across sprints or different project stages.

Benefits of Combining Belbin and Tuckman

Combining Belbin and Tuckman creates a comprehensive approach to building better teams. Some of the benefits to be gained include:

Clearer understanding of current team dynamics at any stage of team development
Reduced friction, especially with interpersonal conflict or during a change management process
Improved collaboration, communication and better decision-making
Accelerated team development that is best suited to each individual
Leadership style that adapts to more situational based team needs and individual preferences

Next Steps: Make Belbin Part of Your Team Journey

Belbin Scotland offer tailored workshops, team diagnostics, leadership / Management development and coaching support. We help apply Belbin and Tuckman in a practical, insightful and engaging way.

Building a new team?

Steering an established team through a change process?

Aiming for top level team performance?

We can help you get there.

Want to develop cohesive, high-performing teams? Get in touch to explore how Belbin Scotland can support your team.

From forming and beyond…