"People don’t buy what you do; they buy why you do it."
Simon Sinek
Every team direction that lacks a reason creates 10 hallway conversations trying to invent one. Say the “why” behind every decision. It takes 10 seconds and saves hours.
Most new leaders skip it and focus on communicating the task. Not because they don't care, but because they're moving fast and assume the team will “get it” and follow. Sometimes they might, but direction without purpose produces compliance, and compliance has a shelf life.
A Moment Worth Paying Attention To
About 2 months into my service in community mental health, I was having issues with the treatment plans in clients' charts being updated. I explained the standard the agency was expecting and generated lists of all clients, by provider, who needed to be updated. A couple of weeks passed, and there was little change to the deficiencies.
At a morning meeting, I pointed out the problem and asked what the problem was…”They have been like that for the whole time I have been here, and it has not mattered at all. Why now?" was the response.
It was clear the team did not understand why it was important. I spent the next 20 minutes explaining how the treatment plan connects to our services, to developing client self-efficacy and esteem, and to linking billing and our paychecks to appropriate treatment plans. Slowly, but consistently, the problems were corrected over the next two weeks.
It was not that the team did not know it needed to be done….They did not understand why and how important their role in the process was. When understanding changed, outcomes changed.
Why the 'Why' Matters
Edward Deci and Richard Ryan in-depthly studied what actually drives human motivation. Their theory of self-determination makes a simple argument. They found people need to feel autonomous, competent, and connected to the meaning of their work. As a leader, when you issue a direction without a reason, you cut off that third leg. The work becomes a task of obedience instead of a contribution.
Gioia and Chittipeddi (1991) added an organizational layer to the concept. They stated that leaders don't just inform; they also shape how teams interpret direction. When you attach a clear reason to what you're asking for, you're giving your team a lens for every decision they'll make as they carry it out.
The One-Sentence 'Why'
The 'Why' is simple, honest, connected, and tied to real impact. That's the formula.
It's not a memo, email, or Teams message. It's one sentence that a person could repeat to a coworker in the break room and get exactly right. something like...' We're changing the shift rotation because we had two coverage gaps last month and one customer complaint.' That's it... Direct, real, and complete.
If you can't put it in one sentence, you probably haven't landed on the actual reason yet.
What Happens When You Skip It
Your team doesn't sit in silence. They fill it. And the reason they invent is almost always worse than the truth.
'They don't trust us to handle it.' 'This is about cutting costs.' 'Management has no idea what we actually do here.'
You didn't say any of that. But you left the space open. That's not a character flaw in your team. It's a communication gap you created.
When You Don't Fully Agree with the Decision
This one is a tad bit harder. At times, as a leader, you're passing down directions you're not entirely sure about. The temptation is to oversell it, pretending you're more on board than you are, or to distance yourself from it: 'they're making us do this.'
Both are wrong and create problems.
What works is to find the part you do believe, and lead with that. Such as...'I know this adds a step. The reason behind it matters, though, and I'll walk you through it.' Your team doesn't need you to be enthusiastic about everything. They need you to be straight with them and know they can trust you with the good and bad.
What Changes When You Get It Right
A team that understands the purpose behind their work makes better decisions when their playbook lacks specific directions. That's what Deci and Ryan's research ultimately points to. They found that autonomy without context is noise, and purpose changes the signal.
The practical truth is that a team running on 'because I said so' stops when you're not in the room. A team that understands the why keeps moving and solves problems.
You can't lead from behind the reason. Say that out loud.
Try This Week
Before your next instruction, briefing, or policy rollout, write the why in one sentence. Read it out loud. If it doesn't sound like something you actually believe, revise it until it does.
Then say it.
Reflection
Think of the last direction you gave. Did you explain why?
If your team had to explain your reasoning to a new hire, what would they say?
Is there a direction you're currently carrying that you don't fully understand yourself?
Lace up your Boots and Go Lead
You’ve Got This.
Suggested Reading
Sinek, Simon. Start With Why: How Great Leaders Inspire Everyone to Take Action. Portfolio/Penguin, 2009. The book that reframed how leaders think about purpose and direction.
Deci, Edward L., and Richard M. Ryan. Intrinsic Motivation and Self-Determination in Human Behavior. Springer, 1985. The foundational framework on why purpose and autonomy drive real motivation, not just compliance.
Gioia, Dennis A., and Kumar Chittipeddi. "Sensemaking and Sensegiving in Strategic Change Initiation." Strategic Management Journal, Vol. 12, No. 6, 1991. The research behind what leaders actually do when they communicate direction well.
Lencioni, Patrick. The Advantage: Why Organizational Health Trumps Everything Else in Business. Jossey-Bass, 2012. Strong chapter on cascading communication and why clarity at every level matters.
