Identify the Why: How Leaders Make Their Message Matter

“Here's what we're going to do.”

Leaders say some version of this every day. We're changing the process. We're reorganizing the team. We're launching a new initiative. We're adjusting expectations. Here's what needs to happen next.

Then we're surprised when people don't respond with the urgency or enthusiasm we expected.

The problem may not be the what. Your listeners may understand exactly what you're asking them to do. What they're missing is why it matters.

Your why gives meaning to your message. It helps listeners understand why something matters, why it matters now and why they should care enough to act.

If you haven't identified the why before you communicate, don't expect your listeners to figure it out for you.

Why Does the “Why” Matter in Leadership Communication?

Imagine your leader tells you, “Beginning next month, we're changing the way we conduct client meetings.”

What's your first thought?

Probably: Why?

Why are we changing it? What's wrong with what we're doing now? What problem are we trying to solve? How does this affect me? What will happen if we don't change?

Those questions aren't resistance. They're human.

Research on organizational change reinforces the importance of helping employees understand why change is needed. Gallup's workplace research has emphasized that employees need leaders to communicate a clear vision and help them understand why organizational change is occurring.

That doesn't mean you need a 30-minute explanation every time you ask someone to do something. It means your message needs enough context for listeners to understand its importance.

Your Why Isn't Always Their Why

This is where leaders get into trouble.

You may care about the new initiative because it supports the company's three-year strategy. Your employees may care because it eliminates a frustrating process that wastes an hour every week.

You care about improving customer retention because it affects revenue. Your client-facing team may care because they're tired of apologizing for the same customer problem.

Same change. Different why.

Before you communicate, ask yourself: Why does this matter to my listener?

Don't assume the answer that's meaningful to you will automatically be meaningful to them.

Research from McKinsey & Company has similarly found that employees and organizations can perceive purpose differently, with employees often looking for meaning in their day-to-day work and how it connects to something larger.

Your job as the communicator is to close that gap.

Make the Why Specific

“We're doing this to improve performance.”

What does that mean?

“We need to improve communication.”

How?

“This will help us serve our customers better.”

In what way?

Generic language creates generic understanding.

If the reason matters, make it concrete. Instead of saying, “We're changing our client-meeting process to improve the customer experience,” explain, “Clients are waiting too long for answers because decisions require three follow-up meetings. This new process puts the right decision-makers in the first conversation so we can respond faster.”

Now I understand the problem.

I understand why the change matters.

I can also see how my behavior affects the outcome.

That's a why people can act on.

Connect the Why to a Clear Next Step

The why creates meaning, but it doesn't replace a call to action.

You still need to tell people what you expect them to do.

Once you've explained why something matters, make the next step specific. If you want employees to use a new process, tell them when it begins and what they need to do differently. If you need your leadership team to make a decision, tell them exactly what decision needs to be made and by when.

Our article on communicating clear calls to action uses a simple framework: Why. Action. When. Explain why the request matters, identify the action and give it timing.

Those three pieces belong together.

A strong why without an action creates inspiration without movement. An action without a why creates compliance without understanding.

Ask Yourself Three Questions Before You Communicate

Before your next important conversation, meeting or presentation, ask yourself:

Why does this matter? Get clear about the real reason behind your message.

Why does it matter to them? Think about the message from your listeners' perspective rather than your own.

What do I need them to do next? Give them a clear action once they understand the reason.

You don't need more words. You need greater clarity.

Your listeners shouldn't have to leave a meeting wondering, “Why are we doing this?” If the why matters enough to drive the decision, it matters enough to communicate.

When your leaders need to communicate change, strategy or expectations in a way employees can understand and act on, let's talk about leadership development. We can help leaders turn complex business priorities into clear messages that connect with listeners and move them to action.