This past week I was sitting in the Conference Room with Bruce Stark who is from the ISSA CIMS Program. We were on the subject of communication and Bruce asked me how often I explain to people WHY they are asked to do something. I had to admit that when I do tell them WHY, it is not usually by design. Conventional wisdom tells us that employees should just do what they’re told and it’s all too easy to get locked into that kind of thinking. Is telling someone WHY he or she are being asked to do something unnecessary information or is it the road to real learning? And is an employee who asks WHY subordinate or showing real interest in their jobs and a curiosity that points to real leadership potential? The reality is that understanding the WHY, or the reason they are doing something motivates people to do better work.
Think about it as it pertains to our industry. If a manager tells Joe who cleans building X, make sure you clean the front door a few times a day. Joe might think, of course I clean it and do nothing more to act on it. If the manager says, Joe, I want you to check up on the front windows and door a few times a day because John the Facility Manager mentioned to me how important he thinks it is that customers never see a dirty front entrance. Now Joe sees this isn’t some power grab or whim from his manager but a solid attempt to prioritize work based on the customer’s wishes and Joe is far more likely to take action. The manager has just engaged Joe in problem solving. Joe might even come up with a better plan that will make sure the goal is met.
How often do we miss real learning opportunities in our organization because we are so busy telling people what to do that we seldom slow down to tell them WHY we are doing it. When you tell someone WHY, it does a number of things:
- It shows them great respect by engaging them on the same level.
- It allows them to expand beyond what you are asking them to do.
- It inspires inovation.
Innovation isn’t just a top down thing. Maybe there is a better way to do something and maybe your Management Team doesn't have the time, energy, and direction to analyze every step of every process your frontline employees carry out. Frontline employees are better equipped to focus on those very details to find a better way. Starting with the WHY gives frontline employees the information they need to come up with a better HOW. Likewise, slowing down to deliver the WHY along with the directive engages employees in problem solving and over time, helps people become more self-directed. When you understand the WHY, it is much easier to figure out WHAT comes next.
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