Management
Non-financial motivation levers and team coaching
When your best person gets a better offer from a competitor or a regional headquarters, the rise you can authorise does not compete. Two days to organise motivation differently: twelve concrete levers, mediating a conflict, and a team vision people take on as their own.
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
What happened with the manager-leader tools
- What worked, what was adjusted, what was dropped, and why
- Additional input and practice on the tools already known
- Role-play built on the cases the group has actually lived through
Handling a conflict between two people
- Spotting tension before it becomes one camp against another
- Setting up a mediation: the frame, the sequence, what the manager says and does not say
- The case of multilingual teams, where a language misunderstanding passes for bad will
Twelve non-financial motivation levers
- The twelve axes for energising a team around a shared objective
- Practical case: on each lever, what is your real ability to act on each of your people?
- Planning motivation rather than improvising it
- What motivates when salary is no longer the argument: autonomy, meaning, recognition, time
Building a vision and a strategy with your team
- Analysing where the department stands: strengths, weaknesses, what goes unsaid
- Identifying a desired state and bringing the team behind a shared objective
- Mind mapping as a tool for collective thinking
- Keeping the vision alive beyond the seminar: rituals, checkpoints, visible trade-offs
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
Is motivating without budget realistic in Singapore?
Singapore is where the question arises most bluntly, for a precise reason: the labour market is tight, pay for qualified profiles is benchmarked across the region, and a competitor can usually outbid you. You will rarely win that comparison on salary alone. What keeps people therefore has to be something else — real autonomy over their remit, a visible prospect at twelve months, recognition expressed at the right moment, some control over their own time, and development they can actually see. All twelve levers worked on here sit in that register.
Do I need to have taken "The manager-leader toolkit" first?
It is strongly recommended. This programme assumes the frame is already set and that one-to-ones exist. A manager without those foundations will spend the two days building what should have been built beforehand, and will not get to the motivation work. If there is any doubt, we discuss it before you book.
Will the mediation module solve a conflict currently running in my team?
It gives you the method and has you try it on your own case. It does not solve the conflict for you and does not replace mediation by a third party where the situation has been entrenched for a long time or carries a legal dimension. We say so plainly rather than sell a solution that is not one.
Does a team vision built in a course survive the return to the office?
Only if it comes with rituals and visible trade-offs, which is what the last module is about. A vision displayed and never invoked in an actual decision is forgotten in six weeks. Each participant leaves with the checkpoints they commit to holding.
Related courses
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 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.