Motivational Interviewing as a Leadership Strategy for Improved Employee Well-Being

It is no secret that we all want to be part of a positive and healthy work environment. Helping employees be well at work is about more than encouraging them to eat better and move more. Yes, those things are important, but employee well-being is also about creating work environments where employees feel authentically connected to their purpose and values through leadership support. Aaron Hunnel, founder and director of the Comprehensive Health and Wellness Program in the Wisconsin National Guard, explained the tie between leadership support and employee well-being in the recent Wellness Alliance webinar “Mapping Out Meaning for Employee Well-Being.” Aaron discussed strategies to improve employee well-being that focus on psychological safety, high-quality relationships, and mental toughness. He shared how cultural improvements are possible with organizational commitment and support. Aaron goes as far as saying, “Trust is the most critical ingredient for any organization. Trust is to a business as air is to life. Without it, business cannot live.”

Gallup reports that approximately 80% of employees do not trust the leadership of their organizations. When trust is low, engagement and retention decrease, and when trust is high, they increase. Leading with authenticity and transparency can create trusting cultures, and when trust is at the foundation of an organization, employees are more likely to have a positive outlook on their work experience.

One idea that Aaron referenced throughout his discussion is motivational interviewing as a leadership strategy for improved employee well-being. Motivational interviewing (MI) is an evidence-based method of coaching and counseling. It is designed to elicit behavior change by focusing on intrinsic motivation, readiness for change, and overcoming ambivalence. Originally developed to reduce substance abuse use and help with other health concerns, MI is beginning to be accepted to support behavior change in other areas, including the workplace.

So, What Is Motivational Interviewing, Really?

Further explained, MI is a communication strategy centered around active listening and defined by a “spirit”—or a way of being. MI is put into practice using a specific set of communication skills meant to establish trust and rapport. MI can be an impactful way to support manager and employee one-on-one meetings, lead team meetings, and facilitate organizational change.

The Spirit of Motivational Interviewing

The spirit of MI is centered around partnership, evocation, acceptance, and compassion. MI is a collaborative process. It focuses on the belief that people are the experts of their own lives; therefore, they can make decisions to support what is in their best interest. The MI leader is the guide for behavior change. MI embraces the idea that the resources and skills needed to change behaviors are already within. The MI approach is nonjudgmental, empathetic, and focused on individual strengths. Prioritizing the well-being of the individual being coached is the goal of motivational interviewing.

Core Communication Skills for Motivational Interviewing

OARS is an acronym for a set of communication skills specific to MI. When used correctly, OARS skills allow for an empathetic, nonconfrontational method of communication, designed to support relationship building and promote personal autonomy. The OARS skills are as follows.

• Open-ended questions: Open-ended questions require more than a “yes” or “no” response. They invite conversation and encourage thought-provoking responses.
  • Examples include:
    • What did you learn from the meeting?
    • What recent accomplishments are you the proudest of?
    • How motivated are you to complete the task asked of you?
• Affirming: Affirming is a technique intended to validate feelings, help others feel heard, and establish rapport. “That sounds like it must have been challenging. I can see why you are feeling that way,” is an example of what an affirmation might sound like.
• Reflective listening: Reflective listening is when the person in the listening role repeats back what they have heard in their own words. This allows the speaker to feel heard and decide if they have anything to add or change to the statement. It is an opportunity for them to process their thoughts about the discussion. Reflective listening can be like this: “It sounds like you have concerns about meeting the deadline because three last-minute tasks have been assigned to you.”
• Summarizing: A summary typically occurs at transition points throughout the discussion as well as at the end to paraphrase key points and takeaways. Here’s an example: “To sum it up, you have some additional tasks this week, but you anticipate your workload to decrease next week. To set you up for success, it would be best to adjust a couple of deadlines or review your tasks. Did I get that right?”

Four Fundamental Processes for Motivational Interviewing

The four fundamental processes for MI provide a framework for the conversation.

• Engaging—Establish a connection where open and honest dialog can occur.
• Focusing—Determine an agreed-upon topic or agenda to discuss.
• Evoking—Explore ideas, motivations, and thoughts around change.
• Planning—Review the “how” around change and determine goals and action items.

How Can Motivational Interviewing Strengthen Employee Well-Being and Increase Trust?

According to Gallup, organizations that prioritize relationship building, people development, critical thinking, clear communication, and accountability are more likely to build trust in the workplace. Further research tells us that employees find it most meaningful when leaders take a coaching approach to giving regular feedback in the following ways:

• Being collaborative
• Providing recognition for work
• Focusing on goals and priorities
• Highlighting strengths.

MI is intended to place value on the person being coached. The goal is for them to feel understood, supported, engaged, and accountable. When leaders connect by actively listening, employees are more likely to feel happier, be more productive, and experience more job satisfaction. Authentic and transparent connections between leaders and employees can lead to more trusting cultures, which can help strengthen overall employee well-being.

Resources

“Mapping out Meaning for Employee Well-Being,” presented by Aaron Hunnel, M.S., founder and director, Comprehensive Health and Wellness Program, Wisconsin National Guard.

For more information on motivational interviewing, visit MINT.

Become a Wellness Alliance member to view webinar recordings. Register for upcoming live events here: https://www.welcoa.org/training/.

ABOUT THE CONTRIBUTOR ASHTON DEMOSS // Wellness Content & Information Specialist • IFEBP

Ashton DeMoss currently serves as a Wellness Content and Information Specialist at the International Foundation of Employee Benefit Plans, WELCOA’s partner organization. With extensive experience in the worksite wellness industry, she is passionate about promoting health and well-being in the workplace. To prioritize her personal wellness, she enjoys group exercise classes and participating in a monthly book club. 

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