Management
Non-financial motivation levers and team coaching
When your best person gets an offer from Canada or Australia, the raise you can give does not compete. Two days on the levers you really control: autonomy, recognition, visible progress and meaning, adjusted person by person.
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 training gives you
- Discover the twelve essential levers to motivate your team members and help them grow
- Develop your leadership through individual and collective recognition
- Read what really motivates each person instead of assuming it
Retaining people in an open economy
Mauritius trains people well and exports its talent. A Mauritian manager regularly finds themselves competing not with the company across the road, but with an employer ten thousand kilometres away, paying in a currency they cannot match.
These two days therefore focus on what stays under your control: the visibility of the work done, the reality of progression, the form that recognition takes, and the fact that the purpose of the job is said out loud from time to time. These are the levers that keep someone for one more year, and none of them costs money.
Questions about this training
Does this work against a move abroad?
It does not make up for a very large pay gap, and the training says so. What it addresses is the far more common case where someone leaves because of recognition, progression or management, and pay is simply the reason given on the way out.
Which levers are covered?
Twelve levers, grouped around autonomy, recognition, visible progress and meaning. Each one is taken from the principle to what a manager can do with it this month.
Is retention really a management issue?
Partly, and that is the useful part, because it is the part a manager can act on. The training separates what line management can influence from what belongs to pay policy, so that effort goes where it has an effect.
How does it connect with the manager-leader training?
It follows on naturally. The core programme sets the framework and the routines; these two days go deeper into motivation and individual drivers, and add the team coaching dimension.
Related trainings
The manager-leader toolkit
The firm's core programme, and the first one most Mauritian participants follow. Three days to stop settling things case by case: set a framework, correct without humiliating, delegate for real, and hold the one-to-one that the diary always drops first.
Hybrid and remote management
Managing at a distance is not doing the same thing through a screen, and in Mauritius the distance is often in hours before it is in kilometres. One day to set clear rules from the start, write objectives that can be read without you, and keep rituals that do not wear away.
Visual management: first level
A badly designed team board becomes a noticeboard nobody looks at after a month. One day to build yours, decide what deserves a place on it, and run the daily meeting so the team takes ownership of it rather than putting up with it.