Management
Non-financial motivation levers and team coaching
In a country where salaries are already high, a pay rise is no longer what keeps someone. Two days to organise motivation differently: twelve practical levers, mediating a conflict, and a team vision that people take on as their own.
What you will be able to do
- Build a team's motivation agenda over a year, rather than reacting when someone switches off
- Use twelve non-financial levers and know which one works on which person
- Set a challenge that mobilises people instead of making them roll their eyes
- Mediate between two people in conflict without taking sides
- Make a disengaged person responsible again without making them feel guilty
- Build a shared vision for your department and keep it alive over time
- Coach someone on their professional future beyond their current role
Programme
Field review of the manager-leader toolkit
- What worked, what was adjusted, what was dropped, and why
- Further input and practice on the tools already learned
- Role-plays built on the cases the group has actually lived through
Handling a conflict between two team members
- Spotting tension before it turns into one camp against another
- Setting up a mediation: framework, sequence, what the manager says and does not say
- Multilingual teams, where a language misunderstanding passes for ill will
Twelve non-financial motivation levers
- The twelve levers for energising a team and uniting it around a common goal
- Case study: on each lever, how much can you actually act on each of your people?
- Planning and organising motivation rather than improvising it
- What motivates when salary is no longer the argument: autonomy, meaning, recognition, time
Defining a vision and a strategy with your team
- Analysing the department's current situation: strengths, weaknesses, what goes unsaid
- Identifying a desired situation and rallying the team around a shared goal
- Mind mapping as a tool for collective thinking
- Keeping the vision alive after the seminar: rituals, milestones, visible trade-offs
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 firm's core programme. Three days to stop settling everything case by case and to have tools that hold: set a frame, correct without humiliating, delegate for real, and adapt how you work to each person.
Hybrid and remote management
Managing at a distance is not doing the same thing through a screen. One day to set clear rules from the start, install rituals you genuinely keep, and learn to recognise and to correct people without body language to lean on.
Visual management: first level
A badly designed team board becomes a noticeboard nobody looks at after a month. One day to choose indicators that genuinely serve, a ritual you can hold, and rules that stop the tool turning into surveillance.