Re-engaging Teams: the G.A.M.E.R Methodology – Roland Massenet

Reduce Back-to-Work Stress: 5 Practical Actions

Before addressing the G.A.M.E.R methodology, it is essential to manage the post-holiday transition. Patrick Amar, a psychologist and executive coach, explains that it’s normal to feel nostalgic because a new balance needs to be negotiated: we leave a period of great freedom to return to an environment of constraints.

Here are 5 practical actions to facilitate this transition:

1. The Big Clean-Up: Invite employees to clean their desks, get rid of old documents, and start with a clean slate to avoid the cognitive load inherited from the previous period.

2. The Symbolic Purchase: Offer a plant, a new ergonomic mouse, something that corresponds to the “new back-to-work kit” and signifies the attention paid to the teams.

3. Plan the Week: Ask employees to plan their week to retain the sense of autonomy experienced during the holidays.

4. Resume a Pleasure Routine: Organize a weekly team lunch or with a colleague from another department.

5. Indulge in a Cozy Moment: Take 10-15 minutes for a nice bath upon returning home, keep that feeling of pleasure alive.

G.A.M.E.R: a Proven Methodology

G.A.M.E.R is not a magic recipe but a structured methodology for thinking about performance management. This acronym stands for: Goals, Activities, Metrics, Engagement, and Recognition.

This methodology has proven itself in multiple sectors: it has enabled SNCF to improve customer satisfaction in TGV bars from 65% to 92%, and is now being deployed in over 20 countries and 9 languages.

G – Goals: Specific Objectives by Level

The first step is to define specific objectives for each level of the organization. These are not just business objectives, but objectives that give each role its own distinct purpose.

If a manager has the same objectives as their sales representatives, they become a mere tracker of results. Therefore, specific managerial objectives must be defined: employee training, CRM data quality, performance consistency (90% of sales representatives achieve at least 90% of their objectives).

A – Activities: Key Activities to Achieve Objectives

Once objectives are defined, it is necessary to identify the key activities expected from teams. For example, to exceed a quota by 2%, it may be necessary to call all lost prospects from last year, clean the pipeline weekly, or organize lunches with referral partners.

These activities must be specific and limited in number to remain manageable and measurable. It’s important not to have too many objectives or too many activities, as each one will need to be tracked.

M – Metrics: Measure to Engage

Until you measure, you cannot create engagement. Therefore, it is necessary to define how to track the progress of each activity. Digital tools offer extraordinary ways to consolidate information and create simplified dashboards.

The challenge is to consolidate dispersed information from different systems (e-learning platform, CRM, manual reports) to give the manager a clear and actionable view of their priorities.

E – Engagement: Foster Emulation

Engagement is structured at three levels:

1. Measurement: First level of engagement through progress visibility

2. Emulation: Create motivating collective rankings (by region, by agency)

3. Gamification: Points, milestones to reach, benefits to gain

Digital tools make it possible to create relevant rankings: rather than a national ranking where the 237th person won’t be motivated, we can create regional rankings combined with individual rankings by agency.

R – Recognition: Daily Recognition

Recognition is probably the least formalized topic in companies. Yet, its power is much stronger in daily recognition than in major annual events.

Recognition must be organized at all levels (managers, sales representatives, colleagues) and at different frequencies (daily, weekly, monthly). This recognition can focus on results, activities, or team contributions such as sharing best practices.

Team Spirit: the most Powerful Pillar

In the engagement model developed by Incenteev, the collective is the most powerful pillar. It’s team spirit, the sense of belonging, and the pride of being part of a winning team that makes us go out into the streets when we win the World Cup.

It’s not salary or autonomy, but this extraordinary collective pride that grips us when we win together. This collective recognition is cultivated and structured in the fifth part of G.A.M.E.R.

Adapt the Methodology According to Objectives

G.A.M.E.R adapts to all types of objectives: sales effectiveness, tool adoption, social and environmental responsibility. The important thing is to follow the logical sequence of the five steps that gives the framework its power.

For each persona (sales managers, regional directors, sales representatives), the complete methodology is applied: specific objectives, associated activities, tracking metrics, engagement mechanisms, and structured recognition.

Collective vs. Individual: Choosing the Right Approach

The choice between collective and individual mechanisms depends on the context:

Collective mechanisms for product launches (need for experience sharing and field feedback) or organizational transformations.

Individual mechanisms for cost reduction objectives or performance on recurring products where every euro saved collectively benefits the company.

In a nutshell…

Here are the key takeaways from this Masterclass on G.A.M.E.R:

• Structure Engagement: A rigorous methodology is better than scattered initiatives for sustainably mobilizing teams.

• Differentiate Objectives by Level: Each role must have its specific objectives to avoid redundancy and create added value.

• Measure to Engage: Without clear and consolidated metrics, it’s impossible to create authentic and lasting engagement.

• Prioritize the Collective: Team spirit and a sense of belonging are the most powerful levers of engagement.

G.A.M.E.R offers a methodological framework to transform any ambition into an engaging action plan. Engagement is built, structured, and measured.

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