'Why' is probably the most important message that an organisation or individual can communicate - this is what inspires others to action. 'Why' is how you explain your purpose and the reason you exist and behave as you do. Successfully communicating the passion behind the 'Why' is a way to communicate with the listener's limbic brain where feelings such as trust and loyalty are processed. This is how the theory goes: every single person and organisation in the world knows what they do, and most know how they do what they do, but very few people and organisations truly understand why they do what they do. Leaders need to be crystal clear about the true reasons why their organisations exist and the reason for changes within the organisation. We ask "what’s your purpose?" "what’s your belief?" "What gets you out of bed in the morning?" The answers to these questions serve as useful telltales about morale, job satisfaction and the standard of leadership and employee engagement. An engaged workforce is generally a happier workforce, because by understanding 'why" they also understand the importance of their work and the specific value that is added as a result of their individual contribution. The concept of understanding 'Why' reminded me of the story of the three stonemasons; it goes something like this... A man came across three stonemasons who were working at chipping chunks of granite from large blocks - it looked like extremely hard work in the scorching heat. The first stonemason seemed distinctly unhappy with his job, he was chipping away and frequently looking at his watch. When the man asked what he was building, the first stonemason responded, rather curtly, “isn't it obvious? I’m hammering this bloody rock, and I can’t wait until I finish work at 5 o'clock tonight" A second stonemason, seemingly more interested in his work, was working diligently and when asked what he was building, answered, “Well, I’m molding this block of rock so that it can be used with other blocks of rock to construct a gigantic wall. It’s not bad work - it keeps me fit, it pays the bills. It's a massive task - I don't know whether I'll be around long enough to see the finished job". A third stonemason was hammering at his block with verve and vigour, taking time to stand back and admire his work. He chipped off small pieces until he was satisfied that it was the best he could possibly do. When he was questioned about his work he stopped, gazed skyward and proudly proclaimed, “I…am building a cathedral!” Three men, all doing the same job, but with three entirely different attitudes. Consider your current situation - do you relate more closely with the attitude of Stonemason 1, 2 or 3?
Telling the world why organisations exist (their raison d'être) can be much more inspiring and memorable than saying what it does.
Telling employees why their work adds value (in the wider context) can be much more inspiring and rewarding than not knowing.
Telling the whole workforce why change needs to happen quickly, and inspiring people to engage in the change process (getting complacency down and urgency up), reduces risk and increases the odds of success!
Only by truly understanding "your why" can you be adequately equipped to choose and direct the sort of behaviour that is in alignment with this fundamental belief.
Adrian.