Why the 'Why' is the Smart Play
Your people expect to be informed about the reason behind your decisions that affect and impact them
Yesterday, Communication Intelligence, the newsletter, examined the important, evergreen reality, Why the 'Why' is Critical to Explain. Today, the newsletter shares additional valuable, practical insights that article didn’t have room to accommodate.
“Don't just share the ‘why’ of your company, make it personal,” says Laura Fravel, the CEO, executive communications coach and thought leadership advisor at Spark & Inspire. “How does (their) 'why' tie into the larger company ‘why?’ That suddenly makes a company's purpose more relatable. It allows the leader to gain trust.”
She provides guidance on how to get to that understanding that could connect strongly and prove, if not influential, then persuasive.
“Don't just ask ‘why’ but ask the ‘why’ behind the ‘why’ and sometimes behind that ‘why,’” Fravel says. “Find the genuine and authentic purpose behind why you do what you do and why the company, as a whole, does what they do.”
A newsflash or reminder, “Corporate and marketing jargon isn't relatable or believable,” she points out, because, she explains, “Our world demands much greater authenticity and transparency.”
Success is not in egocentricity.
“Don't just make it all about you and the company. Make sure you've been listening to your employees and know what they desire,” Fravel advises. “Your ‘why’ should tell them ‘I hear you, I see you.”
Company leaders may be excited about what they are doing yet helping their people also get excited should be a required responsibility.
“The research says it all,” she says. “A Deloitte study found that there are 30% higher levels of innovation and 40% higher employee engagement and retention rates in organizations that have a sense of purpose. Not to mention, it's more fun. You have happier employees and a sense of belonging.”
“If we don’t share the meaning, people will just make it up,” says Jenn Whitmer, a speaker and leadership consultant at Consone Consulting. “A story that paints the picture of results that are tied to a specific value, that’s how to communicate so people run to follow you.”
Think emotion. Think enthusiasm.
“Ask yourself why your team should share your excitement,” Jocko Willink has asked.
Whitmer has a response to it.
“Everyone is tuned into WIFM: What’s In It for Me?” she says. “And rarely is that about money or authority. People want to know their work matters, to others but also to themselves.”
This should not create confusion or annoyance.
“When you’re thinking, ‘Oh why can’t they just…’ that’s the time to ask yourself if you’ve told the story of ‘why,’” Whitmer recommends.
If that is difficult to answer, she has a recommendation.
“If you are struggling to come up with a story, think about the moment you realized why the ‘why’ was important,” Whitmer says. “When the feeling became came almost physical: ‘This is why this matters.’ Relate that back to your team: The story of the ‘why’ and how it helps them.”
Perspective taking is a phrase that means that a person visualizes what it may feel like, be like, living in someone else’s life. It’s a difficult skill for many to master or even being competent doing yet it can result in a deeper understanding in people and allow for more effective communication.
“We all know there are crappy tasks that someone has to do,” Whitmer says. “Take the time to empathize with that fact and communicate with a story of ‘why,’ that will strike a chord with your people, motivating them to action.”
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