20-06-2025
Use Therapeutic Techniques To Transform Employee Performance
Brittney Van Matre is an advisor and coach blending strategy, systems thinking, and clinical psychology to create the future of work.
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The field of psychotherapy may seem worlds apart from Corporate America, but both systems grapple with a common challenge: how to motivate individuals who feel powerless, resistant or ambivalent about change. Whether it's a mandated client in therapy or an employee disengaged at work, resistance often stems from feeling unheard, undervalued or trapped in systems that prioritize compliance over agency.
In my work as both a psychotherapist-in-training and a leadership strategist, I've seen firsthand how motivational interviewing (MI)—a collaborative, person-centered approach—can break through resistance and inspire meaningful behavioral shifts. Originally designed to treat addiction, MI is now used in healthcare, education and even criminal justice because it addresses a universal truth: People change when they feel empowered, not pressured.
These same principles are remarkably effective in the workplace, especially for managers navigating difficult conversations, low engagement or performance issues. A 2022 study in the Harvard Business Review found that employees whose managers practiced 'coaching-like' communication (e.g., asking open-ended questions, reflecting emotions) reported 34% higher job satisfaction and 21% higher productivity.
Here's how leaders can apply MI techniques to build trust, reduce resistance and empower employees.
Directive language like, 'You need to improve your productivity,' triggers defensiveness because it mirrors the top-down power dynamics that fuel resistance in the first place. MI flips this script by eliciting the individual's own motivations. For example:
'What do you think is getting in the way of hitting your targets?"
'How would you like to grow in this role?"
A study in the Journal of Applied Psychology from 2022 found that employees who set their own performance goals were 2.7x more likely to follow through than those assigned goals.
By positioning the employee as the expert in their own experience, you create psychological safety and ownership.
MI uses 'double-sided reflections' to acknowledge tension without judgment. For example, if an employee says, "I'm overwhelmed, but I don't want to disappoint the team," a manager might respond:
"You care about contributing and you're feeling stretched thin—let's explore how to balance both."
This subtle shift avoids polarization and keeps the conversation solution-focused.
In therapy, resistance signals unmet needs or fears—not stubbornness. The same applies to employees. If a team member pushes back on feedback, avoid escalating the power struggle. Instead, probe gently:
"What concerns do you have about this new process?"
"What would make this feel more manageable?"
MI teaches that over-investment in a client's outcomes breeds resistance. Managers often fall into this trap by micromanaging to alleviate their own anxiety, but this erodes trust. Instead:
• Delegate problem-solving. 'How would you approach this?'
• Reframe setbacks. 'What did we learn from this?'
Provide resources and clarity, then step back.
Motivational interviewing isn't just for therapists—it's a leadership superpower. By trading coercion for curiosity, managers can transform adversarial dynamics into partnerships for growth. In a world where 34% of employees cite poor communication as one of their top workplace stressors, these skills aren't just nice to have; they're critical for retention, performance and a healthier workplace culture.
A Challenge For Leaders: The next time an employee resists, ask yourself: Am I arguing or exploring? The answer could redefine your leadership impact.
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