Motivational Interviewing for Leaders in the Helping Professions

Colleen Marshall, MA, LMFT, has extensive experience in clinical practice, leadership, and management, and has held executive and senior-level positions in large behavioral health organizations. She is currently Director of Behavioral Health Operations for Well, a health technology and services company, and serves as a consultant and trainer for start-up, nonprofit, and health care organizations. Ms. Marshall is a member of the Motivational Interviewing Network of Trainers (MINT), for which she has served as Chair, Treasurer, board member, and trainer of new trainers. She has helped to consult and lead large-scale MI implementation and has been invited to speak at regional, national, and international conferences.Anette Søgaard Nielsen, PhD, is Professor at the Institute of Clinical Research at the University of Southern Denmark. She has extensive experience in leadership and management, primarily as the leader of one of Denmark’s largest treatment institutions for alcohol use disorders, and as the head of smaller research teams. Dr. Nielsen has been a member of the Motivational Interviewing Network of Trainers (MINT) since 1997, for which she has served as a board member and trainer of new trainers. She is the author or coauthor of numerous peer-reviewed articles, chapters, books, and other publications, with a focus on evidence-based treatment of alcohol use disorders.

• I. Beginning1. Why Motivational Interviewing and Leadership?2. What Is Motivational Interviewing?3. When to Use Motivational Interviewing in LeadershipII. Engaging4. Listening to Your Employee5. Listening to Your Organization6. Leadership TeamsIII. Focusing7. Focusing with Your Employee8. Focusing with Your OrganizationIV. Evoking9. Evoking with Your Employee10. Evoking with Your OrganizationV. Planning11. Planning with Your Employee12. Planning with Your Organization13. How Can You Become a Better Listener?AppendicesAppendix A. Matrix: Who Is to Benefit?--Leader versus EmployeeAppendix B. Matrix: Who Is to Benefit?--Leader versus OrganizationAppendix C. Motivational Interviewing Learning PlanReferencesIndex

"Wouldn’t it be lovely if we could tell employees and organizations, 'Here’s the change, now do it!'? Of course, it’s not that simple. Enter Marshall and Nielsen, experienced pros in the field of personal and organizational change, who understand the role of motivation and how leaders can influence it. They integrate the science and wisdom of MI into a no-nonsense, easy-to-read guide about what to do to support employee and organizational change, when to do it, and--of equal importance--when not to. Managers, consultants, trainers, and students alike will find depth and nuance. Put this book on the shelf where you can reach it!"--David B. Rosengren, PhD, President and CEO, Prevention Research Institute"This book does a wonderful job of describing the art of leadership and weaving it together with MI concepts. The authors show that the personal qualities of good leaders--such as knowing what style, approach, or skill is necessary in a given situation--are also what make an effective MI practitioner. I like the concrete suggestions that aid in understanding the concepts; the vignettes and self-reflective activities in each chapter are especially helpful. Among my favorite points the authors make is that the basic concepts and skills that apply to doing MI with individuals also apply to organizations. Lecturing or trying to persuade individuals and organizations to change almost never works."--Ellen R. Glovsky, PhD, RD, LDN, Registered Dietitian; member, Motivational Interviewing Network of Trainers"Marshall and Nielsen offer a unique, creative combination of organizational leadership and MI. The coverage of MI seems very clear for someone with no prior exposure, with rich and detailed applications to organizations, particularly at the supervision and work group levels. The case examples are extremely useful and relevant to health and human service settings. There are examples of dialogue to use in supervision, as well as probing reflective exercises and worksheets to help the reader apply the material. Engaging and accessible, with easy-to-understand applications of theory, this book is well suited as a text for classes in leadership or supervision or as a resource for working professionals."--Tom Packard, DSW, School of Social Work (Emeritus), San Diego State University-This is a very well-written book. It is refreshing to see differing approaches leaders can apply in ever changing, challenging environments.--Doody's Review Service, 11/13/2020