Oftentimes we, as leaders, merely give people the need-to-know information when it comes to a decision, process or policy change, new project, etc., because we find ourselves too busy and too focused on results. In today’s world, we send short-hand text messages and communicate through hashtags and tweets so that information is distributed quickly. This rapid- fire, top-down, command-and-control style of leadership can be an easier and more natural approach, but it doesn’t inspire or encourage people. We ask someone to do something (the what) and then suggest how they should do it (the how), but the why gets pushed aside or lost in the whirlwind. But communicating the why – the heart behind something – is one of the most powerful communication tools available to a leader, so it’s critical we not rush past it.

Clearly explaining why is oftentimes much harder than what or how. Telling someone what to do and how to do it is simply giving orders. It’s like when your parents responded to you with “Because I said so.” We should avoid this approach at all costs. It removes critical thinking and creativity, and in the long run peoples’ growth personally, professionally and spiritually are stunted and the organization suffers. However, explaining why it should be done moves you into the role of teacher instead of authoritarian. It allows team members to understand the heart behind the decision with the intention of moving them from receiver of the information to believer of the information.