Harnessing the Power of "Why"

Fundamental management advice often says:

Inspire people by connecting them with the WHY.

But what does that even mean? I have seen managers talk about the why before, and unless they connect with the meaning of the way, it all falls flat. This includes executives at all levels using the words but not actually connecting to the meaning. If the why is not important to the leader, how would it ever be important to anyone else? And if it is important to those we impact, then why don't we care?

Look we have to finish this project because the boss says... and eventually we will see an increase in products sold... if we don't do it then we will be held accountable for the failure and our bonus will be impacted.

Not exactly the WHY people need to connect to their impact on the world. This is when we put ourselves at the effect of the tasks we are charged to accomplish - the victim way of leading in the world. This WHY describes my misalignment with the outcomes, and perhaps my manager is struggling to help me see the real meaning, but instead of helping my staff along, I will project my insecurities into the world. This WHY aligns with the manager's emotional response and offers potential risk to others. I might feel threatened if I think about how this statement makes me feel.

Bummer.

Why we deliberately select our Why position.

Sometimes, the difference between a thriving organization and one that merely survives often boils down to understanding the "why" behind what we do. Beyond the mechanics of daily tasks, the essence of our work lies in grasping the impact our contributions have on the world. This understanding isn't just motivational fluff but a catalyst for organizational transformational change.

Consider the scenario where every individual in a company is aligned with its core mission and values. This isn't about the top-down enforcement of goals or quotas but about fostering a collective consciousness that naturally propels the organization forward. Such an environment transcends the traditional model of directive leadership, instead cultivating a shared vision that encourages self-organization and a proactive pursuit of common objectives.

The real magic happens when this understanding permeates every level of the organization. It's not merely about having a shared goal; it's about cultivating a deep-seated belief in the importance of our work and its broader implications. This belief system acts as a compass, guiding actions and decisions in a direction that aligns with the organization's overarching mission.

Why does this matter?

Because when individuals understand the significance of their work, they're not just working for a paycheck. They're driven by a purpose that goes beyond financial gain. This sense of purpose transforms ordinary employees into passionate advocates for their organization's cause. They become the engine driving innovation and progress, not because they're told to but because they genuinely want to contribute to something larger than themselves.

So you are given a bunch of logs and are asked to work together to cross a river.

When I was in grade school, we often had team-based activities. Ten of us were brought to the edge of a bank along a wide part of a slow-moving river. The coach on the camp offered us a challenge:

Your job is to get across this river using using these components.

He points to a pile of wood and rope. Being a group of young children, we were spurred on by the sense of adventure. Our sense of why was the chance to prove to the world that we exercise our ability to make choices and solve hard problems! Obviously, these are not the thoughts running through the mind of a group of eight-year-olds, but for the fun of it, it would probably be more succinct.

The instructor left us alone at that point. Being ten of us, we started by poking and prodding at the supplies, admiring the somewhat broken and used condition that they had been in. The logs were broken at the ends, thin and curved and gnarled with knots, the rope frayed in places and soggy from the damp day. After moments of staring at the materials, the first set of questions start to emerge:

What if we...

That wouldn't work because...

What happens when...

Okay let's try...

Thinking back on these simple stories where I played an active role in a human system that adapted to a situation and autonomously solved a problem gives me the perspective I need to know when I have successfully connected someone with the Why of their work. Some initial emotions include fear, concern, and perhaps doubt. If we can work through those emotions into action, the power of autonomy and the opportunity for excitement emerges.

The other interesting thought here is that this camp leader could probably have multiple shoddy boats being built simultaneously. You might even profit if they were running a business of getting third graders over a slow-moving river.

The role of the leader.

Leaders play a crucial role in this process. It's their responsibility to articulate the organization's mission in a way that resonates with every team member. This involves more than just communicating goals; it requires a genuine effort to connect the dots between individual contributions and the larger purpose. When leaders succeed in this, they unlock an incredible source of power within their organization: a workforce that is not only aligned with the company's values but is also deeply committed to realizing its vision.

In essence, the "power of why" is a transformative tool. It shifts the paradigm from working as a means to an end to working as an integral part of fulfilling a shared vision. This doesn't diminish the importance of salaries or job security; rather, it enhances the overall work experience by adding a layer of meaning and fulfillment to the professional journey.

The implications of this shift are profound. Organizations that harness the power of "why" are more resilient, adaptive, and innovative. They're better equipped to navigate the challenges of the modern business world because they operate as a unified entity driven by a common purpose that transcends individual ambitions. This is the real power of understanding why we do what we do—it's not just about achieving goals but creating a movement that propels the organization toward its true potential.