The answer always given but never wanted...

The topics that I want to discuss are not new or original ideas, nor are they earth-shattering concepts, but they do play a crucial part in leading or being led in any capacity.

As a fairly recent graduate from college, I never anticipated, or thought to anticipate, being met with so much frustration by a six-word answer. I often found myself bothered with my training in a new position because of this default response. I had all of these questions and yet hardly ever got a straight answer. “Why do we do this?” “Why do we do that?” I would ask. And then I would hold my breath and wait for the inevitable, “That’s just the way it’s done.”

Granted. “Okay.” I thought, “but that doesn’t answer my question.” The question is not how is this or that done, the question is why? Another way to say this is, “What is the reason for doing a task this way versus another way?” There must after all be a purpose for these processes.

For the higher-ups, the Chief or Executive positions, this can be especially hard. It’s sometimes easy to fall into the trap of being big-picture minded, and this trap springs in the moments where the why falls through the cracks. It would be like having a train conductor of an old coal powered train in the engine unit, but not having anyone there to shovel the hundreds and thousands of pounds of coal for power.

Having a goal in mind is always a good thing, but it's critical to remember that there are other parts that make the train move. If they’re not on board, you aren’t going anywhere. And to get them on board, you have to sell them.

As leaders, it’s vital to be able to offer an answer to the why question, and in some cases, this is easy. The answer can be condensed into one or two sentences that convey a clear message. One of the problems that I have noticed, however, is that complexities end up clogging the system and prevent the clarity of the answer. This happens in two ways:

First, some big-picture people find articulating their vision into concrete, attainable and/or sustainable steps forward quite challenging. It can be very easy for a visionary to get excited about a new project or direction that a company or organization has decided on. But often times there’s a hold up because the plan is not communicated properly or, in worse cases, the plan is never communicated at all. It’s one thing to decide to do something, but unless all players are on the same page­, meaning they know their job and why their job is thus, no substantial action can take place. If no immediate progress is then seen, leaders become very susceptible to frustration by the apparent lack of initiative, performance, and outcome. It becomes very easy in these times to blame others, when in fact, there’s a very good likelihood that the leader did not communicate their intentions clearly and succinctly in the first place.

Jocko Willink, co-author of Extreme Ownership: How Navy Seals Lead and Win, refers to this concept in the book as Commander’s Intent. Commander’s Intent is the description and definition of what a successful mission (read: project/plan) will look like. On the battlefield, if the ground forces do not know what their objective is and more importantly, why the objective matters, things can get dangerous and escalate rapidly. In these moments soldiers (co-workers) can become confused and hazy from lack of direction and purpose. And in order to avoid or at least mitigate potential devastation, Commander’s Intent, the why, must be addressed before a single boot hits the ground or finger hits the computer.

The other major breakdown is with specifics. If we go back to the train metaphor, think about all the different parts that a train has. Now think about all that has to happen to get those parts to function properly. Hypothetically, if it’s the apprentice’s first day and the train conductor proceeds to explain how every bolt, clamp, pulley, belt, nook, and cranny works, the apprentice is going to be on information overload, retain very little, and probably re-ask what those things are or do again later. Conversely, if the conductor says to put the coal in there and then pull this lever, the apprentice is going to be a terrible conductor because of his ignorance to the complexities that do in fact exist.

So what I’m suggesting is that leaders must find the delicate balance between simplicity and complication, and I think that balance rests in the ‘why’. A leader’s ability to communicate the purpose of a task without restating the process is essential to success.

Please do not read that I think processes are unimportant, because they do have value. But what I am advocating for is the declaration of their purpose first. Purpose sells, process does not.

A classic illustration of this is Simon Sinek’sHow Great Leaders Inspire Action. And while he speaks primarily concerning product and product placement, the underlying truth stands that good leaders emphasize why something is worthwhile before they talk about what is worthwhile. Giving a compelling why allows the buyer, or in this case, the employee to conclude for themselves that what is being presented is, in fact, worthy.

It's interesting, however, that the traditional roles put the leader in the questioning position and the worker in the answering role. For example, Ryan Holiday author of Ego is the Enemy and The Obstacle is the Way, writes in his post titled “An ancient guide to solving all work problems once and for all” that, “a worker is asked: “Why do we do it this way?” The answer, “Because that's the way we've always done things.” This answer frustrates every good boss...” And why does it frustrate the boss, I ask? My experience leads me to believe that because the boss knows the why of their business, the answer “that's the way we've always done things” conveys a lack of initiative, creativity, and a sense of stagnancy in the work itself.

So then, my question is: if the roles are reversed and the worker is asking “why”, what makes the answer “that's just the way it's done” okay from a leader or supervisor? Nothing. It's never a good answer. Up the proverbial chain of command or down, this answer is never sufficient. Because if Mr. Holiday’s assumptions about the leader’s frustrations are correct, then that same frustration can be felt by a young, aspiring new hire.

This is why the concept of Commander’s Intent is so important. Figuring out the how or what of a process is simple. Read a manual. But understanding why something is done inspires action and commitment. Answering why allows for adaptation and change because concepts and practices are not set in stone (not for forward-thinking businesses at least). Successful businesses allow for revision and reworking because they want the best, fastest, and most effective. What doesn’t change, though, is the why. The why is the crux upon which all things stand.

Later in the same article, Holiday goes on to say “Find what you do out of rote memory or routine. Ask yourself: Is this really the best way to do it? Know why you do what you do—do it for the right reasons.” And I would add, if you don't know why you do something, ask! Never settle for the lackluster cop out of “that's just the way it’s done.” Challenge the status quo, fight for efficiency and effectiveness and embrace the creative mind that is pushing you to ask or answer the hard questions.