This document discusses shifting leadership from a "cop" model of telling people what to do to a "coach" model of facilitating change. It advocates using motivational interviewing techniques to have collaborative conversations that elicit people's own reasons for change instead of imposing solutions. Key aspects of this approach include listening without judgment, reflecting on ambivalence, and guiding discussions to increase "change talk" and commitment rather than resistance. The goal is to help people resolve ambivalence and take ownership of changes by finding their own motivations, rather than just compliance with external directives.

1. Today’s Effective Leader:
Shifting From Cop to Coach and Counselor
Mark Graban
@MarkGraban
Resources: https://www.markgraban.com/Iowa2020/

2. What is a
leader?

3. A Cop?
• Policing?
• Auditing?
• Tracking?
• Babysitting?

4. A Cop or a Coach?

5. Telling
people
what to
do?
Telling
people
why to
do it
Asking
people
why
they’d
want to
do it
From Cop to Coach
Compliance
or
Commitment?

6. Why??

7. A Cop?
Why were
you speeding?

8. Why aren’t
some people
wearing masks
in public?

9. Why are some
people choosing
to not wear
masks in public?

10. Why??

11. Why aren’t more
leaders embracing
Lean management?

12. Why aren’t
employees speaking
up with ideas?

13. DUMB?

14. DON'T
CARE?

15. BLAME

16. But people are
being resistant
to change

17. “People don’t
resist change,
they resist
being changed.”
Peter Scholtes
(1938 - 2009)

18. People are
“resistant to
my idea”

19. “… a term that seems to treat a
normal part of the change process
as abnormal or pathological…
without recognizing how we, as
leaders, may be contributing to
the issue.”
Podcast: www.leanblog.org/292
Resistance is…

20. Resistance

21. But I know
the answer…
I’ll just tell them

22. You know
the answer…
just TELL me

23. Being right doesn’t
mean others will
go along

24. Being TOLD an
answer doesn’t
mean you are
committed

25. Do we want to be right,
or do we want to
help others change?

26. From Cop to Coach and Counselor

27. Telling
people
what
to do
Telling
people
why to
do it
Asking
people
why
they’d
want to
do it
From Cop to Coach to Counselor…

28. Traditional Counseling

29. Why are you
resistant to
flossing daily?

30. “You need to floss more!”

31. We can’t make
someone else
change

32. Motivational Interviewing

33. Change is
a process

34. Stages of Change
1. Precontemplation
2. Contemplation
3. Preparation
4. Action
5. Maintenance
Resistance?

35. “What are some reasons
for flossing every day?”

36. Can we have a
conversation
about masks?

37. What are some
reasons for
wearing a mask?

38. “… a collaborative,
goal-oriented style of
communication with
particular attention to the
language of change…”
https://www.markgraban.com/MI
Motivational Interviewing is…

39. Why People Choose Not to Change
Change
Talk Sustain
Talk

40. “… designed to strengthen
personal motivation for
and commitment to a
specific goal.”
https://www.markgraban.com/MI
Motivational Interviewing is…

41. The "Spirit of MI"
1. Collaboration between practitioner & client
2. Evoking the client‘s ideas about change
3. Emphasizing the autonomy of the client
4. Practicing compassion in the process

42. Listen for “Change Talk”
Desire
Ability
Reason
Need
Commitment
Activating
Taking Steps
Preparatory Language
Mobilization Language

43. “I should
lose some
weight”

44. “I don’t want this
to become Type-
2 diabetes!”

45. Resistance

46. Ambivalence

47. "On both sides of the fence"

48. Am
bivalence
My Own Ambivalence
Change Talk
“I need to stop playing
with my phone”
“I’m not needed in this
meeting anyway”
Sustain Talk

49. ™ Larry Anderson, Ron Oslin,Tony Chamblin
“Addicted to the
status quo”™

50. Why This Matters for Lean
https://www.lean.org/events/apr_2017_webinar.cfm
Find the link at www.MarkGraban.com/MI

51. Why don’t you
write that book?

52. Why is it
important for you
to finish that book?

53. My Own Ambivalence
Change talk:
I need to write it
I'm going to write it
I want to finish it
I will finish it
Sustain talk:
I'm busy
What if people don't like it?
What if it doesn't make a difference?www.measuresofsuccessbook.com
Am
bivalence

55. How can we help
someone get past
ambivalence?

56. The
Righting
Reflex

57. The Righting Reflex is…
"… the desire to fix what
seems wrong with people
and to set them promptly
on a better course,
relying in particular on
directing."

58. It’s human nature
to tell

59. It’s well intended

60. It’s well intended
but doesn't work

61. Telling…
“I spent eight years
telling foster kids
what to do… and it
was exhausting.”
2017 Lean Coaching Summit
http://beyondemancipation.org/

62. What Does Work…
• Evoke their motivation
• Guide the conversation in a way that
• Increases “change talk” and
• Reduces “sustain talk”

63. Evoking…
“We believe that the
person closest to
the problem is closest
to the solution.”
2017 Lean Coaching Summit
http://beyondemancipation.org/

64. “I’m stuck”

65. Am
bivalence
The Manager’s Ambivalence
Change Talk
“I need to do those
huddles each day…”
“But it's really hard
to make time”
Sustain Talk

66. Why People Choose Not to Change
Change
Talk Sustain
Talk

67. DARN–CAT: From Change Talk to Action
Desire
Ability
Reason
Need
Commitment
Activating
Taking Steps
•I want to do daily huddles
•I could start daily huddles
•If I do that, we’ll improve more
•I’ve got to engage my people more
•I’m going to do daily huddles
•I’m ready to start them Monday
•I’m taking action

68. When Change is More Likely to Occur:
Change
Talk
Sustain
Talk

69. M.I. Skills: O.A.R.S
Open-ended questions
Affirmations
Reflective Listening
Summaries

70. When Someone is Stuck
• On a scale of 0 to 10, how important is it
right now for you to change?
• Why do you say ____ instead of zero?
Not at all Somewhat Very

71. When Someone is Stuck
Not at all Somewhat Very
• On a scale of 0 to 10, how confident are you
that you can change?
• Why do you say ____ instead of zero?

72. Being right doesn’t
mean others will
go along

73. Psychologists say 'pandemic shaming'
not effective in changing behavior
"We really try to step away from
shaming somebody into
conforming or participating in
what we think are the necessary
guidelines," said Dr. Lynnea
Lindsey, director of Behavioral
Health Services at Legacy
Health. "Psychologically, we
wouldn't encourage that way of
interacting with people."

74. Do we want to be right,
or do we want to
help others change?

75. Let’s reframe
“resistance”

76. Let’s start
conversations
about change

77. Let’s Lead

78. AreYou Stuck?
•Are you stuck in a state of ambivalence?
•Do you “see both sides?”
•Are you on “both sides of the fence?”
•I’d be willing to try to guide a conversation
about change and your motivation…
•http://www.markgraban.com/cal

79. Q&A Discussion
Mark Graban
@MarkGraban
• Email:
• mark@markgraban.com
• Web:
• www.LeanBlog.org
• www.MarkGraban.com
Resources: https://www.markgraban.com/Iowa2020