As you know, organizational change is necessary for growth, innovation, and sustainability. However, implementing change isn’t simply about deciding what must be done and announcing it to your team.
As a leader, you must go deeper by answering a critical question: Why? Why are you making the change?
Why Understanding “Why” Matters
Human wiring plays a significant role in how individuals respond to change. For people naturally wired toward certainty and information, unexpected changes can provoke resistance, confusion, or even outright refusal. These individuals thrive on understanding the logic and purpose behind actions. When you take the time to explain why change is necessary, you create alignment, clarity, and buy-in.
In my book, Me, Myself, and Why? The Secrets to Navigating Change, I underscore that when you fail to address the “why,” you risk alienating a key segment of your team, leading to poor morale, increased turnover, and ultimately, failed initiatives. Conversely, when you articulate the purpose behind change, you invite collaboration and commitment.
Articulating the Why: Leading with Clarity and Intention
The key to explaining the “why” is to connect it to outcomes that also resonate with the audience. A one-size-fits-all explanation won’t suffice because each team member processes information differently.
In addition to explaining the why, you should:
1. Tailor Your Communication
For analytically wired individuals, use data and logic to support the change.
For relationship-driven team members, focus on the human impact and shared values.
2. Tie the Why to Tangible Outcomes
Highlight the possibilities that the change will lead to—for the organization, the team, and individuals.
3. Repeat and Reinforce the Message
Communicating change is not a one and done. Reinforcement builds certainty. Use multiple channels and formats to ensure clarity.
Examples
Example 1: Implementing New Technology
A manufacturing company wanted to adopt a new project management platform. Initially, the leadership team only announced the what—the new platform—and the how—training schedules. Employees pushed back, questioning why they needed to abandon the familiar tools.
The leadership recalibrated their messaging. They explained why the change was occurring:
• The old system couldn’t scale with company growth.
• The new platform would streamline processes, reduce errors, and save hours of repetitive work.
• By connecting the “why” to benefits for employees—less stress and more efficiency—the leadership turned skeptics into advocates.
Example 2: A Shift in Strategic Direction
A retail chain shifted its focus from brick-and-mortar stores to e-commerce. Employees, particularly those in physical locations, felt threatened and uncertain about their future. The CEO took a transparent approach, hosting town halls to explain the strategy.
Why: Consumer behavior was shifting rapidly toward online shopping, and adapting was necessary to remain competitive.
What it would lead to: Growth opportunities in e-commerce and investments in reskilling employees for digital roles.
This clarity reassured employees and positioned the company as forward-thinking.
The Science of Explaining “Why”
Research supports the effectiveness of explaining the “why” during change. Studies published in the Journal of Organizational Behavior found that when leaders provide a clear rationale for change, employees are more likely to engage positively and exhibit higher levels of trust and motivation.
Final Thoughts on Navigating Change
Navigating change is about more than getting from Point A to Point B; it’s about enrolling others in a way that they are moved and motivated around the change. Leaders who align their strategies with human wiring by focusing on the “why” foster environments where employees feel valued and empowered. When people understand the purpose of change—and see the possibilities of what it leads to—they’re more likely to commit to the journey.
To implement this approach in your own leadership practice, reflect on your audience’s natural wiring, craft a compelling “why,” and ensure it not only aligns with your company values and priorities but that others see something for themselves in their active participation in the change. Because ultimately, the secret to successful change isn’t just explaining the “what” or the “how”—it’s making the “why” resonate.
Invitation
To see how and “why” human wiring can transform your organization, join us on December 13, 2024 for Wired to Win 101: How Are You Hardwired? MORE ABOUT THIS MASTER CLASS HERE.