“When employees understand the ‘why’ behind their work, they’re not just doing a task — they’re participating in a mission.”
Working in the yard yesterday, I saw this situation in my neighbor’s yard. Clearly, someone did not understand the purpose of the black drain extension or was too lazy to move it back to where it should be.
The purpose, if not obvious, is to move the rainwater away from the house. The downspout pushes it a few inches, and the white plastic extension takes it a bit farther, but the black one delivers it to the depression between our houses, moving the water away from the house so it does not enter through the foundation.
I guess the guy mowing his lawn moved it so they could cut the grass in that area and did not move it back. Either they did not know its purpose or they did not care. The bottom line is that by pointing the tubing directly against the side of the house, they are doing more potential damage than if they had done nothing at all. This is exactly why mine are buried so it does not get moved or impact mowing.
Why the “Why” Matters
Too often in business, we focus on what needs to get done and how to do it — deadlines, tools, tactics. But the “why” behind the work is where meaning lives. And when employees grasp that deeper purpose, something shifts. They’re not just executing a task — they’re participating in something more significant.
When people understand the “why”:
- They become more engaged: Purpose is a powerful motivator. It turns routine tasks into meaningful contributions.
- They make better decisions: Understanding context allows employees to adapt intelligently when circumstances change.
- They take ownership: When they understand what’s at stake, people are more likely to spot problems and propose solutions.
- They innovate: Purpose gives people the clarity and courage to challenge the status quo — and improve it.
In high-performing organizations, “why” isn’t viewed as questioning authority — it’s part of daily operations. Leaders don’t just give directions; they give meaning. They share the rationale behind the process, the reasoning behind priorities, and the intended outcome beyond just the numbers.
That doesn’t mean everyone needs to agree with every strategy. But when they understand it—even if they don’t fully agree—they can at least make peace with the decision and contribute constructively.
We’ve Trained People Not to Ask Why
“In many American workplaces, asking ‘why’ is seen as a challenge to authority rather than a quest for clarity.”
A 5-year-old asks “Why?” 100 times a day.
A 35-year-old has been conditioned not to ask unless they want to be labeled as difficult, insubordinate, or inefficient.
Here’s where things get uncomfortable. In my experience — particularly in the United States — the natural instinct to ask “why” has been conditioned out of most adults. We see it in the workplace, the classroom, and even in parenting.
When children are young, they ask “why” relentlessly. It’s how they make sense of the world. But by the time those same kids grow up, we’ve rewarded them for obedience and punished them for curiosity. The workplace is no different. Somewhere along the way, asking “why” became interpreted as:
- questioning authority,
- slowing things down,
- or being difficult.
And so, many employees stop asking. They do what they’re told — even if it doesn’t make sense — because asking questions gets them labeled as resistant or non-compliant. But here’s the cost: when people stop asking why, they stop thinking critically. They stop spotting problems. They stop innovating.
In a modern organization, blind obedience isn’t a strength — it’s a liability. We don’t need more order-takers. We need thinkers. We need problem-solvers. We need employees who understand not just what to do, but why they’re doing it — because that’s the only way they’ll know when to adapt, escalate, and improve.
Restoring a culture where asking “why” is encouraged — even expected — is one of an organization’s most potent shifts to foster innovation and adapt to the future.
Bring in Leadership Responsibility
This is where the conversation turns from observation to action. Explaining the “why” isn’t just a management technique or a communication best practice — it’s a leadership imperative.
It’s easy to assume that people need direction. However, leadership is not about being the smartest person in the room or having all the answers. It’s about creating clarity, instilling purpose, and empowering others to act in alignment with shared goals.
When leaders consistently explain the reasoning behind decisions, priorities, or even unpopular changes, something powerful happens:
A leader who explains the “why” once creates ten thinkers.
A leader who withholds it creates ten order-takers.
Thinkers use judgment. They adapt when the plan changes. They anticipate needs, prevent problems, and push things forward without constant supervision. Order-takers wait for instructions and execute without context. In fast-paced, complex environments, that’s a risk you can’t afford.
Worse still, silence breeds speculation. When people don’t know the “why,” they fill in the blanks — often with cynicism, mistrust, or worst-case assumptions. Transparency isn’t just respectful; it’s strategic.
If you want your teams to think like owners, to act with urgency and alignment, to rise to challenges with initiative, then you have to start by telling them what you’re trying to achieve, and why it matters.
Closing Thoughts
Explaining the “why” might take an extra few minutes in a meeting and require more thoughtful communication upfront, but it pays dividends in engagement, alignment, and performance.
In a world full of change, ambiguity, and complexity, people need more than directions. They need a reason to care. They need to see where they fit and how their work connects to something bigger than themselves.
As leaders, our job isn’t just to drive output — it’s to unlock potential. And that starts with giving people what they were conditioned to stop asking for: a clear and compelling why.