Motivating Teams for High Performance Training Course

• Supervisors and team leaders
• Junior to middle managers
• HR and L&D practitioners
• Project managers or team coordinators
• Business owners and entrepreneurs
• Anyone responsible for team performance and results who wants to improve motivation, engagement, and productivity, and faces challenges such as:
  • Low staff motivation
  • Inconsistent performance
  • Difficulty giving feedback or managing behaviour

• Basic understanding of a workplace environment
• Some experience working in or with a team
• Ideally, 6–12 months of supervisory or leadership exposure (recommended, not required)
• Willingness to reflect on one's own leadership style and behaviours
• Ability to communicate in the language of instruction
• No prior qualifications required
• No prior knowledge of motivational theory required

Understanding Motivation and Its Types

• Motivation: The internal drive that directs effort, energy, and persistence toward goals. 
• Intrinsic vs. Extrinsic: 
  • Intrinsic = driven by enjoyment, interest, or values 
  • Extrinsic = driven by rewards or avoiding consequences 
• Motivation vs. Compliance: 
  • Compliance = doing the minimum required 
  • Motivation = showing initiative and extra effort 
• The Role of Money: 
  • Important for basic needs, but not a strong long-term motivator 

Core Motivational Theories

• Self-Determination Theory (SDT): People are motivated by autonomy, competence, and connection 
• Expectancy Theory: People act when they believe effort leads to performance, which leads to rewards 
• Equity Theory: Perceived fairness influences effort 
• Goal-Setting Theory: Clear and challenging goals improve performance 
• Reinforcement Theory: Behaviour follows consequences (rewarded = repeated) 

Key Drivers of Engagement

• Psychological Safety: People feel safe to speak up and take risks 
• Autonomy, Mastery, Purpose: 
  • Autonomy = control over work 
  • Mastery = growth and skill development 
  • Purpose = meaningful work 

Supervisor / Manager Behaviours that Demotivate

• Micromanagement 
• Inconsistency 
• Public criticism 
• Lack of recognition 
• Poor communication 

Practical Skills for Driving Motivation

• SBI Model: Situation → Behaviour → Impact 
• Effort vs. Outcome: Recognise both how work is done and results achieved 
• Goal Setting: Combine SMART goals with meaning, ownership, and challenge 

Managing Different Employee Profiles

• High Performers: Need challenge and autonomy 
• Steady Contributors: Need recognition and development 
• Resistant Employees: Need root-cause diagnosis (e.g. fairness, trust issues) 

Diagnosing and Addressing Low Motivation

• Skill vs. Will: 
  • Skill issue → training/support 
  • Will issue → motivation/engagement approach 
• CARE Model: 
  • Clarify → Ask → Respond → Expectations 

Creating a Motivational Climate

Focus on five pillars:

1. Clarity 
2. Fairness 
3. Recognition 
4. Trust 
5. Accountability without fear