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鈥淲e need to be more efficient in how we deliver our services.鈥� A desire for greater efficiency is a common refrain I hear from leaders. It feels inextricably connected to a well-run, profitable organization. I admit I am prone to appreciate that which operates smoothly. There is an implied mastery. Yet the edict to be more efficient feels empty without a tie to why.

鈥淲hy鈥� is a simple yet effective way to bring meaning to a message, to tap into what motivates, and to inform a more optimal solution to the real problem.

鈥淲hy鈥� for context

I often see people focusing on the content of their communications. It鈥檚 the 鈥渨hat.鈥� What they are going to say at a meeting, to an employee, or in the rollout of a new initiative. When we start with 鈥渨hat鈥� and offer no 鈥渨hy,鈥� we make people work harder to make sense of what we are offering. We leave out valuable information that misses an opportunity to invite engagement and contribution. People have volumes of data in their heads they are trying to manage. When you provide context, you create relatability and value. You make it meaningful.

Let鈥檚 revisit the opening sentence of this column. What if in addition to that sentence, a manager also stated, 鈥淲e have a big scope of work coming next quarter, and if we can create a smoother process for onboarding new clients, we will be less stressed and overwhelmed, and can more confidently deliver an amazing experience to our new client.鈥�

Now, it is not some arbitrary request or demand. It is not pushing for efficiency just for the sake of efficiency. It is connected to the work experience of the team and the client. It is based on creating a sustainable level of productivity and taking pride in delivering great work to a satisfied client. It becomes a healthy way to manage an increase in workload, rather than doing more with less. It also sets the tone for getting in front of the issue together.

Context provides a framework. It can explain the background to help make sense of the request or information. It helps people stay informed, understand the bigger picture, and potentially see how what they do connects to the organization鈥檚 well-being. When team members feel in the loop, they feel more connected to the organization鈥檚 purpose, and they often feel more respected and appreciated as professionals.

鈥淲hy鈥� as motivation

This 鈥渨hy鈥� is about connecting to a sense of purpose and passion. Why do we do what we do? It is what intrinsically rewards us; it is what we care about and value. When our motivation is ignited, there is less effort and more flow. Motivation is an emotional guide for achieving our goals. When we know what our 鈥渨hy鈥� is, we can tap into it to take initiative and to persevere despite obstacles or setbacks. It helps us do work that otherwise would not be inspiring or that might be perceived as arduous, when we see that work as a pathway to achieving something bigger and aligned with what matters to us.

鈥淲hat鈥檚 in it for me?鈥� (WIIFM) A good communicator will anticipate the value or benefit of their message to their audience. WIIFM is not selfishness; it is an understanding of what makes a person tick.

If an employee values teamwork, provide opportunities for the person to collaborate on a project. If an employee is inspired by a challenge, request the person seek a solution to a problem plaguing the organization. If an employee thrives on feedback, pay attention to the person鈥檚 behavior, and share observations in the form of praise, appreciation, or opportunities for growth. It is incumbent upon managers to know their direct reports鈥� motivators.

鈥淲hy鈥� to get to the root cause

Asking 鈥渨hy鈥� repeatedly can help you drill down in a root cause analysis. This technique explores the cause-and-effect relationships underlying a particular problem. It helps challenge initial assumptions and mitigate hasty solutions. I have used the technique in coaching to help clients go beyond the surface to unearth what really matters to them. When we find that nugget, that is where we do the real work. It means we have found the right thing on which to focus our efforts.

When 鈥渨hy鈥� is not the question of choice

Asking 鈥渨hy鈥� might not always be the best approach. If you find yourself using 鈥渨hy鈥� poorly, such as complaining or avoiding accountability, you may be mentally hijacking yourself into victimhood or getting stuck. This unproductive use of 鈥渨hy鈥� negates the sense of curiosity a healthy, inquisitive 鈥渨hy鈥� can provide.

Take the K Challenge:

• Provide context in your messaging. Make the connection of what and why; make your message relatable, valuable, and impactful.
• Know what motivates you and your team. Tap into the why that inspires and optimizes.
• Dig deeper to get to the heart of the matter. Have that conversation.

Where will you bring the power and possibility of 鈥渨hy鈥� into your work?

Karen Natzel is a business therapist who helps leaders create healthy, vibrant and high-performing organizations. Contact her at 503-806-4361 or [email protected].

The opinions, beliefs and viewpoints expressed in the preceding commentary are those of the author and do not necessarily reflect the opinions, beliefs and viewpoints of the Daily Journal of Commerce or its editors. Neither the author nor the 红桃视频 guarantees the accuracy or completeness of any information published herein.