AL UDEID AIR BASE, Qatar –
Good communication is a key element of successful
organizations. As leaders, managers, or supervisors, we're sometimes so focused
on communicating the "what" or the "how" that we fail to
explain why the work someone is doing is so important.
Other times, we make decisions that impact work priorities
or cause significant change, but don't explain "why."
There are many reasons why leaders don't explain why.
Explaining why takes time, and some leaders may not think that explaining why
is important. Sometimes, leaders assume others understand the why, whether it
is how day-to-day tasks relate to the larger mission or a decision the leader
has made that causes significant change to the status-quo. Whatever the reason,
it's worth taking the time to explain "why."
For those who have toddlers, you may notice early in life they
begin to ask "why" a lot. No matter how trivial the task, children
want to know why you're doing something or why they should do something they've
been asked to do. If you don't do a very good job explaining to them why they
should do something, they will usually respond with an emphatic no! As children
grow older, their intrigue with their surroundings grows, and they ask
"why" often. As adults, our desire to know "why" continues,
but we're often reluctant to ask. Or, if we know "why," we often
don't take time to explain "why" to others.
About a decade ago, I was very fortunate to serve with a
commander who ensured his squadron members understood why each person's job was
important, and how each person's role was vital to the unit, base and Air
Force. It provided each of us with a sense of purpose.
Other times, the commander would make a decision that would
cause significant disruption to the status quo. He often met with us in small
groups or individually to explain why he made certain decisions. Those that
served under his command benefited in several ways. First, by the commander
explaining how he reached a certain decision, he provided us with valuable
insight into his decision-making process. It was as if he was preparing us to
fill his shoes one day. Next, by taking time to explain why, we realized that
he cared about us, not just the mission. Finally, by explaining why, even if we
didn't agree or like the decision, we could better understand his perspective.
There's more to effective communication than explaining the
"what" and the "how." Explaining the "why" might
take more effort, but it can pay big dividends to those you supervise. It can
more clearly explain how their role in the organization makes a difference, and
offer a greater sense of purpose. As a mentoring tool, it can help folks
develop their own decision-making skills to use as their breadth and depth of
responsibility grows. When practical, try it out if you haven't already. You
may be surprised how many will appreciate it.