Management
Motivating without a budget
Most managers have far less control over pay than over the things that actually drive engagement. This course 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 course 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 course
This is step 2 of the management pathway: taking “The manager-leader toolkit” first is essential. The course 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 course
Does this work if people are genuinely underpaid?
Only partly, and we say so in the room. If someone is paid materially below market, non-financial levers will not hold them, and pretending otherwise wastes everyone's time. The course helps you tell the two situations apart, so you escalate a pay problem as a pay problem instead of trying to solve it with recognition.
Is the Enneagram used to label people?
No. It is used by each participant on themselves, to understand their own drivers first, and then as a way of asking better questions about colleagues rather than categorising them. We do not profile absent team members, and we do not treat a type as a verdict.
How is this different from the manager-leader toolkit?
The toolkit covers the whole management job — objectives, delegation, one-to-ones, difficult conversations. This course goes deep on one part of it. Managers who already have the fundamentals but have a specific engagement problem usually want this one.
Related courses
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
When part of the team works from another island, from home or from a head office abroad, the office routine does not travel on its own. One day on the rules to set from the start, clear objectives, rituals that hold, 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.