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How to enhance the motivation of your team

Attain a committed, supportive, proactive and high-performance team.

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  • What are the educational goals of the training course?

    This course of the Management And Leadership category aims to:

    • Impart the keys to achieve the motivation and commitment of the collaborators adapting the motivational techniques to the personality of each, aiming for their satisfaction and an improvement in their performance.
    • Reinforce the confidence of the collaborators in order to achieve a team which is involved in and satisfied with their daily tasks.
    • Consider the practical application of behaviours which lead to success in their competency on a day-to-day basis.

    Who is this course intended for?

    It can be undertaken by any professional who wishes to develop and improve their capacity to lead and motivate their team. It is particularly recommended for those people who must lead  teams in which there is a diversity of profiles and where the type or amount of work could result in demotivation which in turn could lead to a drop in performance, bad work atmosphere or termination of employment contracts, whether through resignations or firings. Likewise, it is recommended to all persons wishing to familiarize themselves with the essential aspects of motivation in order to enhance their competence-based knowledge.

    What professional competences will you develop during the course?

    Fomenting team motivation requires deployment of a series of abilities and behaviours which facilitate identification of the needs of each team member and attainment of a greater degree of implication.
    In this course you will learn to:

    • Determine the degree of satisfaction of the collaborator in their job position.
    • Communicate a positive attitude and transmit optimism to the team members.
    • Apply the most suitable tools and techniques in order to motivate collaborators..
    • Appreciate and acknowledge the success of the collaborator.
    • Establish good interpersonal relationships.
    • Innovate in order to motivate.

    Who are the experts accompanying you on the training course?

    Silvia Escribano - GURU

    Managing Partner of ISAVIA. Member of Top Ten Management SpainUndisputed leader on the spanish coaching scene. PCC Professional Coach and Member through ICF. Co-author of the book "Forjadores de Coaching” and author of the book "Neurocoaching".

    "The motivation of people is the main motor which makes a team work."

    José María Zamora - MANAGER

    Terra Solutions Marketing Director at MAXAM. Previously he was Director of Marketing for Microsoft, Managing Director of Marketing for LG Electronics and Brand Manager for Mahou-San Miguel. His teams emphasise his ability to generate a feeling of belonging and his strong focus on people and business.

    “The principal task of a manager is dedicating time to become familiar with, manage, motivate and supervise their team. A motivated team gives double performance.”

    How can you enjoy this content?

    Self-development course

    Info: Complete course in multimedia format combining theoretical concepts endorsed by the most prestigious authors, the most effective techniques and methods and interactive resources with a great pedagogical impact for learning the skill, its benefits and key behaviours.
    Duration: 2 hours

    Training schedule


    Info: Sequence of training activities aimed at measuring and acquiring key behaviours to ensure comprehensive learning and implementation in the professional environment. You will be able to measure your level of knowledge and application of the skill, learn the theoretical concepts for developing positive habits, to practice the guidelines through real situations, transfer the concepts learned to your everyday life and to consolidate the key techniques of the skill. 
    Duration: 25 hours



    • Explanation from Silvia Escribano on the key factors for improving team motivation.
    • Making the student aware of the reasons why the development of this skill is recommended.



    • Introduction.
    • Studies regarding motivation.
    • Benefits of motivation.
    • What is motivation?
      • Why is it important to maintain team motivation?
    • Motivational Cycle.
    • Demotivation.
    • Demotivation and its consequences.
    • Authors and theories.
    • The theory of Maslow.
    • The theory of Hersberg.
    • The theory of Vroom.
    • Key behaviours for developing motivation.
    • Self-evaluation of knowledge.
    • Remember that… Summary of key ideas.



    • Introduction.
    • Benefits of determining the degree of satisfaction of the collaborator.
    • Personality makes the difference.
    • Acknowledgment.
    • Degree of satisfaction or dissatisfaction.
      • Personal objectives.
        • Examples of personal objectives.
      • Professional expectations.
        • What could your expectations be?
    • Factors of influence in motivation.
      • Job security.
      • Economic compensation.
      • Opportunities for promotion.
      • Recognition by the company.
      • Potential for initiative and creativity.
      • Authority over a human group.
      • Increase in knowledge and experience.
    • Key behaviours for determining the level of satisfaction of the collaborators.
    • Self-evaluation of knowledge.
    • Remember that… Summary of key ideas.



    • Introduction.
    • Benefits of a positive attitude.
    • Individual or group attitude.
    • Errors which impede a positive attitude.
      • Giving inappropriate feedback.
      • Giving neither feedback nor recognition.
      • Not personally taking interest in collaborators.
      • Applying inappropriate methods.
      • Offloading problems onto the team.
      • Shrugging one´s shoulders or ignoring.
    • How our attitude affects the team.
      • Pygmalion Effect.
    • Key behaviours for showing a positive attitude.
    • The narrative of Jorge Bucay.
    • Self-evaluation of knowledge.
    • Remember that… Summary of key ideas.



    • Introduction.
    • Benefits of motivating your collaborators.
    • Motivation and satisfaction.
      • Should accomplishments be acknowledged?
    • Motivational techniques.
    • Motivational methods.
      • Enriching job positions.
        • Changes for enriching the position.
      • Rotating positions.
      • Enhancing positions.
    • Self-evaluation of knowledge.
    • Key behaviours for applying appropriate methods for motivating collaborators.
    • Remember that… Summary of key ideas.



    • Introduction.
    • Benefits of appreciating and acknowledging collaborators.
    • A balanced evaluation.
      • Mistakes when acknowledging success.
      • Self-evaluation of knowledge.
    • Structure of discourse.
      • Self-evaluation of knowledge.
    • Key behaviour for evaluating collaborators.
    • Self-evaluation of knowledge.
    • Remember that… Summary of key ideas.



    • Introduction.
    • Benefits of establishing good interpersonal relationships.
    • Emotional massage.
      • What emotional massage do you give your team?
    • Respecting people and valuing differences.
      • Habitual day-to-day distortions.
    • Promoting assertive communication.
    • Emotional self-control.
    • Being honest and admitting mistakes.
    • Resolving any type of conflict that may arise.
      • Intangible factors in an argument.
    • Creating and maintaining friendly contacts.
      • Ideas for creating and maintaining friendly contacts.
    • Key bahaviours for establishing good interpersonal relationships.
    • Self-evaluation of knowledge.
    • Remember that… Summary of key ideas.



    • Introduction.
    • Benefits of innovation.
    • Mistakes in innovation.
      • Errors in innovation when motivating the team.
      • Different motivations.
    • Innovation in motivation.
    • Techniques for motivation.
      • Work atmosphere surveys.
      • Performance evaluation.
      • Gamification.
    • Key behaviours for innovation.
    • Self-evaluation of knowledge.
    • Remember that… Summary of key ideas.



    • Decalogue of good practices.
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