Motivate employees – A4ManagementTools

Procedure in correct order:

. Step 1: Adapt your leadership style to team members’ skills and motivation: A4130.SituationalLeadership.
. Step 2: Build teamwork and promote a culture of relationships: A4004.TeamBuilding&Relations.
. Step 3: Share feedback. Reward and correct: A4001.Feedback.
. Step 4: Define objectives and key results: A4008.Objectives&KeyResults.
. Step 5: Delegate with greater clarity and build pride: A4007.Delegation.
. Step 6: Define team principles and commitments together: A4014.MagnaCarta.
. Step 7: Stimulate attitudinal development among team members: A4030.AttitudesDevelopment.
. Step 8: Plan employee skill development: A4017.HR-DevelopmentPlan.
. Step 9: Lead by leveraging team members’ strengths: A4021.StrengthsBasedLeadership.
. Step 10: Invite managers and executives to assess their leadership profile: A4033.360PerformanceReview.
. Step 11: Highlight and recognize the most effective activities among team members and reconsider the weakest ones: A4101.4HoursImprovementSprint.
. Step 12: Celebrate achievements and motivate the team: A4122.ResultsAppreciation.
. Step 13: Adapt your leadership style to team members’ skills and motivation: A4130.SituationalLeadership.

A4130.SituationalLeadership

This tool supports in tailoring one's leadership approach to the skills and motivation level of each individual employee.

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Key Results	Solved Problems
Customizing your leadership style based on needs	Using a uniform leadership approach without considering individual differences
Selecting the best leadership approach depending on the context	Not adjusting one’s leadership style according to the interlocutor or context
Effectively managing collaborators even in critical moments	Inconsistency in the leader-collaborator relationship
Increasing collaborators’ confidence in their abilities and autonomy	Demotivation and distraction of collaborators
Gaining recognition for leadership abilities	Blaming external factors for unsatisfactory results
Obtaining assertiveness and team consensus

A4004.TeamBuildingAndRelations

This tool facilitates the implementation of initiatives that promote a harmonious environment and synergies among colleagues, clients, and partners, inspired by multiple practical tips.

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Key Results	Solved Problems
Fostering team spirit and a culture of interaction	Weak interpersonal relationships among colleagues, customers, and partners
Encouraging collaborators to create lasting good feelings	Moderate team energy, with individualism prevailing
Promoting an environment of engagement and cohesion	Low interpersonal trust
Establishing an action plan that strengthens interpersonal bonds	Lack of mutual assistance
Recognizing collaborators by acknowledging their commitment and contribution	Approach to relationship development is spontaneous rather than structured
Encouraging colleagues to face challenges and believe in their abilities
Promoting mutual learning among colleagues, clients, and partners

A4008.ObjectivesAndKeyResults

This tool encourages the drafting of precise goals and outcomes, translating them to all hierarchical levels and fostering a harmonious execution of tasks.

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Key Results	Solved Problems
Formulating persuasive goals and pursuing tangible results	Inconsistent results despite available objectives
Translating goals and results into an action plan	Fluctuating motivation among some collaborators
Guiding collaborators towards meaningful actions	Difficulty in clarifying the objective when required by the recipient
Making collaborators aware of the importance of their contribution	Need to frequently repeat instructions
Encouraging collaborators to exceed their current limits	Absence of significant results
Reducing interference
Easily recalling the agreements made

A4007.Delegation

This tool facilitates the effective delegation of activities, tasks and responsibilities, enabling the performer to take care of them independently and accurately.

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Key Results	Solved Problems
Delegating tasks and responsibilities effectively	Tendency to centralize (fear of negative outcomes of delegation)
Formalizing the project charter	Too much time needed to delegate
Providing the executor with the necessary tools for autonomous work	Insufficient use of the available delegation parameters (over 30 available)
Delegating while avoiding creative interpretations	Frequent interruptions for clarifications
Quickly identifying what is needed or missing	Expectations of the principal forgotten
Agreeing on binding results	The executor’s frustration in the face of repeated changes of direction
Creating a positive work environment and encouraging collaborators to overcome challenges	Waiting for the minimum requirements necessary for execution
Keeping track of what has been delegated and monitoring its progress	Excessive use of resources in carrying out activities

A4014.MagnaCarta

This tool allows to compile, together with staff members, a list of codes of conduct, principles to be observed, goals to be achieved, limits to be respected and values to be promoted.

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Key Results	Solved Problems
Formalizing the common value heritage	Superficial knowledge of the organization’s values and principles
Making collaborators responsible and proud of their contribution	Tendency, as a leader, not to openly declare the desired behaviors and those to avoid
Demonstrating respectful and assertive leadership	Assuming the commitment, motivation, and dedication of collaborators
Listing values and referring to them daily	Tolerating inappropriate behaviors (of some collaborators)
Inviting collaborators to value generation (avoiding superfluous activities)
Instilling confidence in collaborators about their abilities and the team
Promoting a sense of belonging to the organization
Encouraging collaborators to adopt a positive approach

A4030.AttitudesDevelopment

This tool offers inspiration from over 500 skills, categorized by competency groups, to discover new areas of growth both individually and in a group.

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Key Results	Solved Problems
Encouraging personal development by tapping into over 500 skills	Tendency not to recognize skills to develop
Consciously selecting qualities to improve	Tendency to stick to habitual methods
Exploring new areas of recognition	Limited ideas on how to evolve
Discovering unexplored opportunities	Complacency in current skills
Defining new goals	Minimization of one’s growth potential
Encouraging collaborators to maintain curiosity

A4017.HR-DevelopmentPlan

This tool allows for the planning of employee development as well as documenting available skills.

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Key Results	Solved Problems
Surveying training needs	Partial view of the personnel evolution project
Having a comprehensive corporate training program	Limited time planning
Generating convocations with educational objectives	Heterogeneous business management methodologies
Organizing practical sessions (follow-up)	Considerable administrative commitment
Planning learning audits (audits, tests, evacuation tests, etc)	Obstacles in recording needs and training results
Managing budgets and reporting	Exceeding budgets
Maintaining a file for each collaborator

A4021.StrengthsBasedLeadership

This tool allows employees' self-assessment to be aligned with that of their manager regarding more than 30 leadership competencies, ensuring that the team as a whole possesses all core competencies.

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Key Results	Solved Problems
Leading by valuing collaborators’ talents	Unused collaborators’ talents
Recognizing your own distinctive skills and those of collaborators	Employees’ potential not fully exploited
Equally distributing key competencies within the team	Necessary skills concentrated in a few team members
Motivating collaborators by investing in their strengths (rather than demotivating them by trying to fill their weaknesses)	Fluctuating motivation and enthusiasm
Acknowledging each collaborator’s competencies	Feeling of inadequacy among some team members
Building trust among collaborators and towards them

A4033.360PerformanceReview

This tool allows you to self-assess your leadership profile, enrich it with feedback from co-workers and superior, and map out an action plan (drawing on multiple suggestions).

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Key Results	Solved Problems
Evaluating your profile 360 degrees to discover new opportunities	Need to stimulate the development of managers
Comparing your self-image with others’ perceptions	Sporadic and informal feedback to executives
Allowing collaborators to express their needs in a balanced way	Limited trust in leaders (due to lack of opportunities to express needs)
Renewing the bond between collaborator and leader, building trust	Absence of comparison between self-perception and that of co-workers
Defining a continuous improvement strategy	Lack of a plan for developing the leader-collaborator dynamic
Making collaborators feel supported and ready to overcome obstacles
Resolving tensions between colleagues and with partners
Deeply evaluating competencies, performance, and leadership potential

A4122.ResultsAppreciation

This tool is designed to recognize and celebrate achievements, both individually and as a team, to increase confidence and lead to even better performance.

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Key Results	Solved Problems
Valuing results and stimulating motivation	Tendency to downplay achieved successes
Acknowledging the efforts of collaborators and stakeholders	Failure to contextualize results
Strengthening confidence in one’s own abilities (with very little time commitment)	Poor celebration of one’s achievements
Revitalizing activities	Tendency not to quantify successes in measurable terms
Reorienting goals and challenges	Delay in addressing performances needing improvement
Making collaborators aware of successes and incentivizing maximum commitment	Lack of recognition for collaborators
Facilitating quick decisions

A4001.Feedback

This tool allows offering feedback to collaborators and partners, acknowledging merits, identifying areas of improvement, and monitoring the effectiveness of corrective actions.

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Key Results	Solved Problems
Sharing constructive feedback that serves as motivation	Absent or occasional recognition of merits
Expressing appreciation to collaborators and partners	Limited use of feedback as an incentive
Encouraging collaborators to realize their potential	Tolerance of negative behaviors
Strengthening relationships between managers and employees, clients, suppliers, and colleagues	Reluctance to implement corrective actions
Documenting your commitment to supporting professional growth	Authoritarian tendencies and inappropriate behaviors
Objectifying corrective actions with a fact- and data-based approach	Lack of communication of expectations as superior
Managing inappropriate behaviors (ensuring patience is not perceived as acceptance)
As a last resort: terminating the employment relationship following proper management procedures (after exploring all possible alternatives)

A4101.4HoursImprovementSprint

This tool facilitates conducting a 4-hour workshop aimed at highlighting the most and least productive activities and establish the corrective actions.

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Key Results	Solved Problems
Identifying strengths and weaknesses through a 2-4 hour focus meeting	Reluctance to stop the 3 least effective activities
Directing efforts and resources to avoid resistance	Lack of a shared action plan
Eliminating the three major weaknesses in a sprint	Lack of a unified direction of intent
Mobilizing collaborators towards an immediate goal	Ongoing unproductive activities
Identifying new collective resources	Dissatisfaction among those who perceive inefficiencies but cannot find allies
Dealing with concerns as a group	Difficulty in agreeing on actions to be taken
Conducting informal but effective audits

A4130.SituationalLeadership

Key Results	Solved Problems
Customizing your leadership style based on needs	Using a uniform leadership approach without considering individual differences
Selecting the best leadership approach depending on the context	Not adjusting one’s leadership style according to the interlocutor or context
Effectively managing collaborators even in critical moments	Inconsistency in the leader-collaborator relationship
Increasing collaborators’ confidence in their abilities and autonomy	Demotivation and distraction of collaborators
Gaining recognition for leadership abilities	Blaming external factors for unsatisfactory results
Obtaining assertiveness and team consensus