Management
Motivating without a budget
Most managers have far less control over pay than over the things that actually drive engagement. This training covers the non-financial levers (autonomy, recognition, visible progress, meaning) and how to tell which one a given person responds to.
What you will be able to do
- Build a team's motivation agenda
- Set a challenge
- Build a collective vision for your department and keep to it
- Coach a team member on their professional future, over time
- Build a motivating collective speech using a method
- Mediate between two team members in conflict
- Give responsibility back to a demotivated person
Programme
Exchange and feedback on the previous module
- Sharing, cross-presentations, opening round
What happened when you applied the tools
- What worked, and what needs adjusting
- Additional input from the trainer, and practice across all the tools
- Role-play on real situations the participants have actually lived
Handling a conflict between two team members
- Managing tension and strengthening cohesion
- Developing cohesion inside your own team
- Running a mediation between two people
Twelve non-financial levers of motivation
- Twelve ways to energise a team and gather it around a shared objective
- Case work: for each lever, how able are you to use it with each of your people?
- Planning and organising your team's motivation
Defining a vision and a strategy with your team
- Analysing where your department actually stands: strengths, weaknesses
- Identifying the desired situation, uniting the team around a shared objective, building a strategy
- Mind mapping as a thinking tool
What this training gives you
- Discover the 12 essential levers for motivating your team members and helping them grow
- Develop your leadership through individual advice and shared experience
- Share your vision and get your team to buy into it, so everyone moves in the same direction
- Put individual action plans in place and coach your team members to become more effective and get better results
- Lead change effectively to open up new trajectories
- Strengthen cohesion between team members to boost the team’s collective intelligence
Before and after the training
This is step 2 of the management pathway: taking “The manager-leader toolkit” first is essential. The training can be complemented by individual coaching: a detailed individual debrief of your strengths and areas for improvement based on the Enneagram assessment, to build an improvement plan grounded in concrete actions.
Questions about this training
Should participants follow the manager-leader toolkit first?
It is strongly recommended. The training opens with a review of how the tools from that first stage have been applied: what worked and what needs adjusting.
What does the training cover?
Twelve non-financial levers to motivate and rally a team, a plan to organise the team's motivation, handling a conflict between two team members through mediation, and defining a shared vision and strategy with the team, using mind mapping.
Who is it for?
Managers, future managers and project leads.
Related trainings
The manager-leader toolkit
The core management programme. Three days covering the work a manager actually does day to day: setting the frame, delegating, running one-to-ones, handling the conversation nobody wants to have. The third day comes a few weeks later, once the tools have met a real team.
Managing hybrid and distributed teams
Managing people you do not see every day is not the office routine run through a screen. One day on the rules to set from the start, objectives each person can own, rituals that hold across locations, and feedback and one-to-ones at a distance.
Visual management: first level
Visual management puts the few things that matter where the whole team can see them, and turns a short daily meeting into something people act on. One day to build your first board, decide what earns a place on it, and run the ritual without it turning into surveillance.