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Managers as motivation facilitators

Managers as motivation facilitators

Motivating employees is an arduous task, particularly since people cannot be motivated against their will. So, how can you help your team members be proactive in finding their own intrinsic motivators?
252b – Synopsis (8p.) Motivation
Make compensation a key motivational driver

Make compensation a key motivational driver

What compensation policy to adopt to foster employee adhesion and stimulate company performance sustainably?
190b – Synopsis (8p.) Motivation
Motivational springboards for your workforce

Motivational springboards for your workforce

How can you implement an effective retention strategy? Managers play an essential role in motivating a diverse employee population.
156b – Synopsis (8p.) Motivation
Expressing gratitude at work

Expressing gratitude at work

Making staff feel valued is a demonstrated factor of engagement and performance at work, which managers however tend to underuse. How can you transform acknowledgement into an opportunity to differentiate?
297b – Synopsis (8p.) Motivation
Addressing the quest for meaning

Addressing the quest for meaning

The issue of meaningfulness has today become a determinant in the life of business organizations. How can we identify our purpose and that of our companies—and transform this into an individual and collective performance engine?  
271b – Synopsis (8p.) Motivation
Be a motivating manager

Be a motivating manager

Motivation has a direct impact on people’s performance. But how can it be sustained? The attitude of superiors has a decisive influence on the satisfaction that people derive from their work, and by extension, on their motivation.
229b – Synopsis (8p.) Motivation
Stimulate job satisfaction

Stimulate job satisfaction

A recent study shows that energy at work primarily feeds on the conviction that we can progress effectively. How can we use this lever to optimize resources by reinforcing staff work satisfaction?
212a – Synopsis (8p.) Motivation
Manage informal performance factors

Manage informal performance factors

Lack of motivation, withdrawal, resistance, and infighting are all phenomena difficult to control with formal management drivers alone. How to influence informal performance factors?
197a – Synthèse (8 p.) Motivation
Making work more meaningful

Making work more meaningful

How to prevent employee motivation from dropping over time? By giving more meaning to their work.
148a – Synopsis (8p.) Motivation
Foster your staff’s self-fulfillment

Foster your staff’s self-fulfillment

In theory, work represents a major opportunity for personal fulfillment—but the reality is often less gratifying. How can the line manager contribute to helping to rekindle this fulfilling dimension of work?
286a – Synopsis (8p.) Working Atmosphere
Employees 3.0: how to manage them?

Employees 3.0: how to manage them?

The digital revolution has fundamentally changed staff members’ expectations: less formal and more personalized relationships, greater flexibility in career choices… How can you evolve your HR management accordingly?
265a – Synopsis (8p.) Management Styles
Combine efficiency and benevolence

Combine efficiency and benevolence

It is possible for managers to reconcile efficiency and benevolence. But between performance imperatives and employee fulfillment at work, the dosage is subtle. How can you find and maintain the right balance?
262b – Synopsis (8p.) Performance Management
Happiness, a powerful performance driver

Happiness, a powerful performance driver

Happiness is not the consequence of success. Research in neuroscience shows rather the opposite: happiness is a success factor! How can we improve performance by cultivating happiness?
208a – Synopsis (8p.) Personal Effectiveness
How to be an inspiring leader

How to be an inspiring leader

If employees feel increasingly less committed to their work, this is due to the attitude of their managers among other things. How can management stimulate their staff’s engagement?
282a – Synopsis (8p.) Leader's Positioning
Optimizing employee experience

Optimizing employee experience

An increasing number of companies are striving to treat their employees as well as they treat their clients. How can you rely on employee experience to develop your company’s performance and attractiveness?
272b – Synopsis (8p.) Recruitment and Retention
Feedback, an uncomfortable but invaluable exercise

Feedback, an uncomfortable but invaluable exercise

Feedback is often an uncomfortable exercise both for those who give it and those who receive it. Yet, it almost always brings useful insights. How can we derive greater benefit from the feedback we receive?
259b – Synopsis (8p.) Performance Management
Develop the employability of your staff members

Develop the employability of your staff members

In today’s world, employees seek an environment that enables them to develop their competencies so as to continuously enhance their employability. How best to respond to this demand?
251a – Synopsis (8p.) Learning and Development
Make use of everyone’s talents

Make use of everyone’s talents

Each of us has specific talents that enable us to excel in certain activities. How can you organize yourself to identify the individual qualities of your team members and build on them?
250a – Synopsis (8p.) Performance Management
The essence of management

The essence of management

Managers are responsible for results which they don't produce themselves. They actually depend on their subordinates. How can they optimize the performance of their teams?
203a – Synopsis (8p.) Management Styles
Toxic work environment, a real management issue

Toxic work environment, a real management issue

The quality of the ambiance at work is largely rooted in the management model, and has major repercussions on performance. How to combat infighting and other types of toxic behavior?
189a – Synopsis (8p.) Working Atmosphere
The coaching manager

The coaching manager

The most sensitive role of managers is not to tell staff members what to do and how to do it, but to help them change their attitude and behavior.
161b – Synopsis (8p.) Manager-coach