For the ILM accredited leadership and management course that I’m on, we’ve been asked to submit Belbin profiles again – interestingly slightly different to December when we did this as a CODEC team.



My results (using Wikipedia definitions):

Resource Investigator

The Resource Investigator gives a team a rush of enthusiasm at the start of the project by vigorously pursuing contacts and opportunities. He or she is focused outside the team, and has a finger firmly on the pulse of the outside world. Where a Plant creates new ideas, a Resource Investigator will quite happily appropriate them from other companies or people. A good Resource Investigator is a maker of possibilities and an excellent networker, but has a tendency to lose momentum towards the end of a project and to forget small deta


A co-ordinator is a likely candidate for the chairperson of a team, since they have a talent for stepping back to see the big picture. Co-ordinators are confident, stable and mature and because they recognise abilities in others, they are very good at delegating tasks to the right person for the job. The co-ordinator clarifies decisions, helping everyone else focus on their tasks. Co-ordinators are sometimes perceived to be manipulative and will tend to delegate all work, leaving nothing but the delegating for them to do.


A Teamworker is the oil between the cogs that keeps the machine that is the team running smoothly. They are good listeners and diplomats, talented at smoothing over conflicts and helping parties understand one another without becoming confrontational. Since the role can be a low-profile one, the beneficial effect of a Teamworker can go unnoticed and unappreciated until they are absent, when the team begins to argue, and small but important things cease to happen. Because of an unwillingness to take sides, a Teamworker may not be able to take decisive action when it’s needed.

The Myers-Briggs Test: Totally Unscientific?

So, this is my current Twitter bio

Life Explorer, HE/learning, Christian, cultural history, WW2 posters: Keep Calm & Carry On, digital, ENFP,   

which you’ll notice includes the Myers-Briggs personality type ‘ENFP’, and I’ve always been fascinated by personality tools that can help understand how I can make the most of myself, and understand others better. In chatting with others, there’s a strong feeling that Myers-Briggs is little better than horoscopes … although I’ve always thought ‘well, at least it’s not randomly assigned to the month that you’re born’ … but I’m fascinated by this Guardian piece (H/T @revpamsmith) in which Dean Burnett indicates that the Myers-Briggs tests is too binary – too black and white … and that most people fall in places along the scale. I have to say I’ve always thought that, but I still, in general, can find Myers-Briggs and other tests give me something to think about .. I’m rarely looking at them (or anything else) for the magic bullet! Fascinating!

I personally feel it’s more to do with people’s tendency to go for anything that offers an easy solution. People will always go for the new fad diet, thealternative remedy, the five dollar wrinkle trick that makes dermatologists hate you for some reason. For all that it may be well-intended, the MBTI offers a variation on that. People are very complex, variable and unpredictable. Many users of the MBTI believe that a straightforward test can simplify them to the point where they can be managed, controlled and utilised to make them as efficient and productive as possible. It’s no wonder businesses are keen to embrace something like that; it would be the ideal tool if it were guaranteed to achieve this. Read full article.


P.S. Check out this diagram!

Quiet: The Power of Introverts

Quiet: The Power of Introverts in a World That Can't Stop Talking by Susan Cain.As a definite extrovert, found sight of this book interesting:

Michael Mack, reader in the department of English studies, Durham University, is reading Susan Cain’s Quiet: The Power of Introverts in a World that Can’t Stop Talking (Viking, 2012). “A fascinating book that counters our society’s obsession with groups. Cain does not take issue with extroverts as such, but with how being extrovert and gregarious has become a normative standard. An oppressive research climate now dictates that academic work must be done collaboratively, but Cain shows how lone researchers are more innovative and beneficial to society.”

Take from Times Higher Education.

Find your S.H.A.P.E.

See more information on the SHAPE course via Rick Warren’s site. It’s SO important that people understand that every time we talk about “Ministry”, that we see this in the widest context… it’s not about what role you can find to do within your physical church, but what God has designed you for in the global sense, to be the best: physically, emotionally and spiritually!

  • S: Spiritual Gifts (which have you been given?)
  • H: Heart Motivation (what do you love to do?)
  • A: Abilities & Talents (appreciate natural talents you have)
  • P: Personality (God-given temperament)
  • E: Experiences (how have you been prepared for your unique ministry?)

1 Corinthians 12:12-27

My Score: S

Having undertaken an 138 question survey, we each produced a unique list of those specific ‘gifts’ that we excel at (recognisable in my past history)

  • Leadership (24/24)
    The special ability the Holy Spirit gives to recognise and communicate the vision of God’s purposes, and to accomplish it through the motivation and direction of a group of people.
  • Hospitality (23/24)
    The special ability the Holy Spirit gives to make people feel welcome, accepted and safe in their home and in a variety of settings.
  • Organisation (21/24)
    The special ability the Holy Spirit gives to perceive the way an organisation works, and to conceive and implement procedures that maximise the church’s ability to function, and release people – especially leaders – to fulfil their calling/gifting.

My Score: H

  • I am motivated to lead/be in charge; help; persevere.
  • I would most like to encourage others to be the best they can be (but they need to be willing to engage with me).
  • I would most like to help those who want to help themselves, and who want to learn
  • The issues I feel strongly about are Education and Communications Literacy
  • I am therefore likely to be able to make the most significant contribution tutoring/mentoring in groups.

My Score: A

  • I have particular experience in research, teaching and writing, and project management.
  • I have specialised abilities in researching, managing, (teach/interview/write/promote?).
  • I am most likely to be used in Christian Service in social groups, training in digital communications.

My Score: P

For this exercise, I thought that I would come out as PEOPLE/UNSTRUCTURED, but I came out as TASK/UNSTRUCTURED (maybe that explains why I haven’t seen enough of my friends, as I always feel that I have to have completed my task before I can go out!), although to be fair although I was ‘maximum’ unstructured’, I was borderline on people/task, and some questions could have fallen either side!


  • General guidelines
  • Helps wherever needed
  • Versatile
  • Likes tangible tasks.

Require roles with a degree of creativity and adaptability in order to produce the best results.


  • Spontaneous situations
  • Relates well to others
  • Very conversational
  • Tends to be flexible

Require roles that give you the freedom to respond to people spontaneously.

My Score: E

A great number of experiences have shaped my spiritual journey, and the ones that came to mind on the day (and I am prepared to share publicly) include:

  • Billy Graham Mission
  • Taking voluntary redundancy, going travelling, and learning to lose some of the expectations of others (not finished yet)
  • Going on retreat (taking time out in any way)
  • Oak Hall leadership
  • Social group leaderships (I throw a great party, given half a chance!)
  • Academic world – skills, enthusiasm & challenge

I would like to challenge others to take time out from formal ministry roles, and not to get stuck in roles. We need to find roles to fit people, rather than people to fit roles!

I just love to encourage people to share, and try out new things!!!


We are given the opportunity to ask others for feedback. All comments are moderated, so if you want to say something off the record, or I’m not comfortable publishing it, it will be held – but I will see it!

  1. What spiritual gifts do you think I  might have?
    (3 from: Organisation, Celibacy, Counselling, Deliverance, Discernment, Encouragement, Evangelism, Faith, Giving, Healing, Hospitality, Intercession, Interpretation of tongues, Leadership, Mercy, Missionary, Pastoring, Prophecy, Service, Teaching, Tongues, Voluntary Poverty, Wisdom)
  2. What do you think I’m particularly good at doing?
  3. What areas of my like seem to be ‘fruitful’?
  4. What 3 words best sum up my personality?
  5. What qualities do you particularly admire?
  6. What can you see stopping/hindering me using God-given gifts?

Netflix Holiday Policy

I was really intrigued by this story, as I work best when I am not restricted by which hours/where, but by having a rolling list of tasks that need to be completed, and knowing that I need to complete them all (a Mark Forster kind of approach), and I find ‘presenteeism’ to be quite stifling in what I need to do – I get very creative around 10pm, so if I have to be in the office 9-5 every day it would be hard. I do need to be specific places, and I do get holiday hours, but I always find that crazy when I have put in a lot more time than I’m paid for, then taking a few hours here & there! C’est la vie!! Thankfully I do work with people who value autonomy, and trust me to know the outcomes that are required – and they get a lot out of me that way!!

“For instance, ever more companies are realising that autonomy isn’t the opposite of accountability – it’s the pathway to it. “Rules and policies and regulations and stipulations are innovation killers. People do their best work when they’re unencumbered,” says Steve Swasey, Netflix’s vice-president for corporate communication. “If you’re spending a lot of time accounting for the time you’re spending, that’s time you’re not innovating.”

The same goes for expenses. Employees typically don’t need to get approval to spend money on entertainment, travel, or gifts. Instead, the guidance is simpler: act in Netflix’s best interest. It sounds delightfully adult. And it is – in every regard. People who don’t produce are shown the door. “Adequate performance,” the company says, “gets a generous severance package.”

The idea is that freedom and responsibility, long considered fundamentally incompatible, actually go together quite well.

What’s more, the Netflix holiday policy reveals the limits of relying on time in managing the modern workforce. In an era when people were turning screws on an assembly line or processing paper in an office, the connection between input and output was tight. The more time you spent on a task, the more you produced.

But in much white-collar work today, where one good idea can be orders of magnitude more valuable than a dozen mediocre ones, the link between the time you spend and the results you produce is murkier. Results are what matter. How you got there, or how long it took, is less relevant.

Finally, the Netflix technique demonstrates how the starting premises of workplace arrangements can shape behaviour.

In his new book, Cognitive Surplus: Creativity and Generosity in a Connected Age, New York University scholar, Clay Shirky, argues that when we design systems that assume bad faith from the participants, and whose main purpose is to defend against that nasty behaviour, we often foster the very behaviour we’re trying to deter. People will push and push the limits of the formal rules, search for every available loophole, and look for ways to game the system when the defenders aren’t watching. By contrast, a structure of rules that assumes good faith can actually encourage that behaviour.

So if you think people in your organisation are predisposed to rip you off, maybe the solution isn’t to build a tighter, more punitive set of rules. Maybe the answer is to hire new people.

To paraphrase one Netflix executive, the company doesn’t have a clothing policy either. But – so far at least – nobody has shown up to work naked.”

Read full story in the Telegraph – and of course we can see how unusual this policy is because it’s made the news!

OPQ (Occupational Personality Questionnaire)

The Occupational Personality Questionnaire (OPQ) provides in-depth information on how individuals fit within a work environment, how they will work with others and their performance potential against job competencies. I undertook the profiling soon after I accepted my redundancy payment from the University of Manchester.

“A real people person, very socially confident; sympathetic and considerate towards others, consults widely when making decisions; tries to understand motivations and behaviour (rather than facts/feelings), can take the lead when necessary, needs variety, has some interest in theoretical discussions, can adapt approach, can think strategically and at a level of detail, will persist to get the job done, has respect for rules & regulations, the nerves rise before important events, thrives on activity, dislikes competition – prefers taking part, takes time to make decisions.”