Jo Keeler: Building effective teamwork using Belbin team roles

05/11/24 • 34 min

The Luxury Of Choice - Sales Skills Podcast

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In this episode, Steve Vaughan interviews Joe Keeler, the Managing Director of Belbin Ltd. They discuss the concept of Belbin team roles and how they can help teams work better together. The Belbin team roles theory originated from research conducted at Henley Business School in the 1960s and has since been applied in various industries. The theory identifies nine distinct clusters of behavior that are crucial for team performance. Each team member has a preferred team role, and understanding these roles can help teams identify gaps and optimize their performance. Belbin is a tool that helps teams understand their strengths and weaknesses by identifying nine different team roles. These roles include the Resource Investigator, Team Worker, Coordinator, Shaper, Implementer, Completer Finisher, Plant, Monitor Evaluator, and Specialist. Each role has its own unique characteristics and contributions to the team. Belbin can be used in various contexts, including team building, recruitment, and sales. It helps individuals become more self-aware and understand their impact on others. The future of Belbin lies in promoting the importance of teamwork and celebrating diversity within teams.
Key Takeaways:

Belbin team roles theory originated from research conducted at Henley Business School in the 1960s.
There are nine distinct clusters of behavior that are crucial for team performance.
Each team member has a preferred team role, and understanding these roles can help teams identify gaps and optimize their performance.
Managers should be realistic and recognize the strengths of each team member to effectively manage and get the most out of their team. Belbin helps teams understand their strengths and weaknesses through nine different team roles.
It promotes self-awareness and helps individuals understand their impact on others.
Belbin can be used in team building, recruitment, and sales strategies.
The future of Belbin lies in promoting the importance of teamwork and celebrating diversity within teams.

Steve Vaughan, Jonathan Cooper, Pru Layton, Christian Walter, Pascal le Floche and Jayne Green are Sales Trainers from george james ltd. You can email the show at: [email protected]
The trainers on LinkedIn:
Steve Vaughan https://www.linkedin.com/in/steve-vaughan-salestrainer/
Jonathan Cooper https://www.linkedin.com/in/jonathan-cooper-18716b1/
Pru Layton https://www.linkedin.com/in/pru-layton-b46a3528/
Christian Walter https://www.linkedin.com/in/christian-walter-a1857b1/
Jayne Green https://www.linkedin.com/in/jayne-green-salestrainer/
Pascal Le Floch-Riche https://www.linkedin.com/in/pascal-le-floch-220ba46/
george james training website https://georgejames-training.com/

Let us know your thoughts on this episode!

Belbin team roles theory originated from research conducted at Henley Business School in the 1960s.
There are nine distinct clusters of behavior that are crucial for team performance.
Each team member has a preferred team role, and understanding these roles can help teams identify gaps and optimize their performance.
Managers should be realistic and recognize the strengths of each team member to effectively manage and get the most out of their team. Belbin helps teams understand their strengths and weaknesses through nine different team roles.
It promotes self-awareness and helps individuals understand their impact on others.
Belbin can be used in team building, recruitment, and sales strategies.
The future of Belbin lies in promoting the importance of teamwork and celebrating diversity within teams.

Previous Episode

Effective Negotiations Part 2

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In this second of a two part series on effective negotiations, Steve, Pru and Jonathan discuss the practical aspects of negotiating with a professional purchaser. They talk about how to achieve a win:win, how to effectively trade, seeking agreement, why you can enjoy a negotiation, why you shoudn't offer percentage discounts, and why the purchaser can be your best ally in the account!

Next Episode

Facing Objections in the Sales Process

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In this episode, Steve, Pru and Jonathan discuss customer objections in the sales process. They define customer objections as concerns or disagreements raised by customers that can halt the sales process. They explore the reasons why customers raise objections, including misunderstandings, competitor influence, biased opinions, and the need for certainty before making a decision. The hosts emphasize the importance of clear communication and understanding customer perspectives. In this conversation, the team discuss the importance of understanding customer objections and concerns in the sales process. They emphasize that objections are actually good news because they indicate customer interest and provide an opportunity to address any doubts or uncertainties. They also highlight the distinction between real objections, which are genuine roadblocks, and false objections, which can be overcome or minimized. The hosts stress the need for salespeople to actively seek out objections early in the sales process and to ask probing questions to fully understand the customer's concerns. They also touch on the topic of price as a common false objection and the importance of handling objections with patience and empathy.
Takeaways

Customer objections are concerns or disagreements raised by customers that can halt the sales process.
Objections can arise due to misunderstandings, competitor influence, biased opinions, and the need for certainty before making a decision.
Clear communication and understanding customer perspectives are crucial in addressing objections.
Objections can be seen as opportunities and buying signals rather than obstacles. Objections are good news in the sales process as they indicate customer interest and provide an opportunity to address concerns.
Salespeople should actively seek out objections early in the sales process and ask probing questions to fully understand the customer's concerns.
There is a distinction between real objections, which are genuine roadblocks, and false objections, which can be overcome or minimized.
Price is often a false objection, and salespeople should seek to understand the underlying reasons behind the objection.
Handling objections requires patience, empathy, and a focus on seeking to understand the customer's perspective.