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 course
Is motivating without a budget realistic in Switzerland?
Switzerland is precisely where the question comes up most. When pay is already high, a rise has a short and expensive effect. What keeps people over time lies elsewhere: real autonomy over their area, meaning in the work, recognition expressed at the right moment, and control over their time. All twelve levers covered work on that register.
Do I need to have taken “The manager-leader toolkit”?
It is strongly recommended. This programme assumes that the frame is already set and that one-to-ones already happen. A manager without those foundations will spend the two days building what should have been built before, and will have no time left for motivation. If in doubt, we discuss it before you sign up.
Will the mediation module resolve a conflict currently running in my team?
It gives you the method and has you try it on your own case. It does not resolve the conflict for you, and it does not replace mediation by a third party when the situation is long-standing or has a legal dimension. We say so clearly rather than sell a solution that is not one.
Does the team vision built during the 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 that is displayed and never referred to in a concrete decision is forgotten within six weeks. Each participant leaves with the milestones they commit to keeping.
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 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.