Why Explaining the Why Isn’t Optional Anymore

And How It Can Transform Team Performance One Conversation at a Time

During a Leadership Fort Collins session earlier this year, a moment stood out that I can’t stop thinking about. We were deep in a conversation on economic development and talent when Tim, the plant manager for Anheuser-Busch, made a simple yet profound statement:

"Young professionals need to know why. It’s not enough to just tell them what to do."

That truth hit home for me—not just because I’ve seen it in action, but because I’ve experienced the ripple effects of what happens when the why gets overlooked.

Moving Beyond the "What" to the "Why"

Not long ago, I wrapped up a training with the City of Fort Collins Parks and Rec Facilities team. These folks are on the front lines—working in public spaces like recreation centers where you never know who’s going to walk through the door. It could be a parent with kids, someone navigating housing insecurity, or a person just having a rough day and taking it out on staff.

The team had already received de-escalation training. They had the what—steps to follow, phrases to say. But they didn’t yet have the why. And without the why, those tools felt mechanical, incomplete, disconnected from real impact.

The Power of Neuroscience in Building Understanding

In our session, I explained the neuroscience of how the human brain functions under stress—what happens when someone is triggered, escalated, and emotionally dysregulated. I shared how our executive brain—the part responsible for reasoning, problem-solving, and empathy—shuts down when we’re in a reactive state. And I explained why showing up with calm, assertiveness, and empathy can actually help people regulate so they feel safe, seen, and rational.

It was a lightbulb moment for the team. Suddenly, de-escalation wasn’t just a checklist. It became a meaningful way to reduce harm and create human connection, even in tense moments.

What Feels Obvious to You May Be Invisible to Someone Else

It’s easy to assume others know what we know. But the reality is, people bring different experiences, backgrounds, and mental models to their work. What seems "obvious" to one person—why we clean a workstation daily, why we greet every patron with kindness, why we follow certain policies—can feel totally unclear to someone else.

And when things feel unclear, people fill in the blanks. They make up their own stories, their own reasons. Often, those stories lead to inconsistency, skipped steps, or behaviors that don’t align with organizational values.

The Cost of Skipping the Why

Let’s be honest—it can feel inefficient to slow down and explain the why. You might think, "We just need people to do their job." I get it. But here’s the thing:

Without understanding the why, people are more likely to cut corners, resist change, or disengage.

We live in a world flooded with noise—advice on how to work smarter, hustle harder, optimize productivity. People are overwhelmed by constant demands for their time and attention. So when leaders don’t explain why something matters, it’s easy for employees to tune out, make assumptions, or deprioritize critical tasks.

Helping Your Team Write the Right Story

As humans, we are meaning-making creatures. We build patterns, tell ourselves stories, and make sense of our world based on what feels true. If leaders don’t provide the story, teams will write their own. And often, that story might sound like:

• “They don’t really trust me to do my job.”

• “They’re just trying to micro-manage me.”

• “This is such a waste of time. Why bother?”

But when you take the time to explain the why, you empower your people to internalize the story that leads to the right behaviors—the behaviors that align with your organization’s mission, values, and impact.

The Long-Term Payoff of Leading with Why

Investing a few extra minutes upfront to explain why something matters pays off in the long run. It builds trust. It fosters alignment. It reduces the time, energy, and frustration spent on addressing performance issues later.

So the next time you find yourself about to give a directive, pause and ask yourself:

• Have I explained why this matters?

• Have I helped them connect this action to our bigger purpose?

• Have I given them a story they can carry with them to guide their decisions?

Because when your team understands the why, they don’t just follow directions. They take ownership. They show up with heart. And they help build the kind of workplace where people—and organizations—thrive.