Management
Motivating without a budget
Most managers have far less control over pay than over the things that actually drive engagement. Two days on the non-financial levers, autonomy, recognition, visible progress and meaning, and on matching them to what each person is actually driven by.
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
- The twelve essential levers for motivating your team and helping people grow
- Leadership through individual and collective recognition
- A way to read what each person is actually driven by, instead of assuming
Retention where every employer is a neighbour
Seychelles has a small labour market and a hospitality sector that competes hard for the same experienced staff. A manager here is rarely in a bidding war they can win, and is often not allowed to enter one at all.
The two days concentrate on what that manager does control: whether the work is visible, whether progress is real, whether recognition arrives in the form the person values, and whether the reason for the job is ever said out loud. Those are the levers that keep someone through a season, and none of them costs money.
Questions about this training
Does this work when a competitor simply pays more?
It does not beat a large pay gap, and the training says so. What it addresses is the far more common case where someone leaves over recognition, progression or a manager, and pay is the reason given on the way out.
What are the levers?
Twelve are worked through, grouped around autonomy, recognition, visible progress and meaning. Each is taken from principle to what a manager can do with it this month.
Is retention really a management problem?
Partly, and that is the useful part, because it is the part a manager controls. The training separates what management can affect from what it cannot, so that effort goes where it has an effect.
How does it fit with the manager-leader programme?
It follows it well. The fundamentals cover the frame and the routines; this goes deeper on motivation and on individual drivers, and includes the team coaching dimension.
Related trainings
The manager-leader toolkit
The core management programme, and the one most participants start with. Three days on what a manager actually does: setting the frame, delegating, running one-to-ones, and having the conversation nobody wants to have. The third day comes weeks later, once the tools have met reality.
Managing hybrid and distributed teams
When half the team is on another island, at home, or reporting into a head office abroad, the routines that held the office together do not travel by themselves. One day on the rules to set at the start, objectives that read clearly at a distance, rituals, and the remote one-to-one.
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 stand-up so the team owns it.