“When I give an order, the last thing I want to hear is, `Why.’ The only thing I want to hear is, `Yes, sir!” The statement came from a seasoned sheriff, at a gathering of senior law enforcement leaders. His peers rushed to agree. A veteran commander jumped in. “The young ones are the worst. When I was a new cop, I never, ever, ever would have asked why. Ever.” Many had stories of punishment, sanctioned or unsanctioned, meted out to subordinates of old, who dared to question…
I understand a leader’s hesitation when she is asked, “why.” It is easy to feel like our direction is being questioned, or our leadership doubted. Most often, though, that is not the case. A subordinate may be seeking clarification, trying to understand his leader’s thought process in order to faithfully execute her intent. And, whether or not such a question is asked, often the best thing a leader can do is explain her directions as fully as time and circumstances allow.
I direct someone to take action in order to achieve a particular outcome. If circumstances change, or an action doesn’t work out as intended, then my subordinate needs to understand my intention in order to bring about the desired outcome. Even better, I can often engage that subordinate as an ally by explaining how the intended actions can bring about something we both value. If, instead, I answer “Why” with, “Because I said so,” I have done nothing to motivate or engage anyone.
Except in special cases, I have also acted disrespectfully. “Because I said so” treats someone merely as a subordinate forced to comply, rather than as a full person, willing and able to contribute. In which context are we most likely to see people at their best? What tone do we wish to set in our organizations?
Finally, by sharing our intent and explaining why our desired ends are worthwhile, we help others to participate in leadership now, and we guide emerging leaders with our thought processes. By being explicit about our intent, we invite others to help improve our thinking, our plans, and our direction. Such explanation also serves as a positive example and instruction for those who are learning to lead and direct others.
There are times and places for terse direction; it is worth noting that this discussion arose among public safety leaders, who function in paramilitary hierarchies designed for emergency response. Happily, for most of us, such circumstances are quite rare. In nearly all cases, when we give direction we ought to share what we intend to bring about, and why it is important. Persuasion and engagement are nearly always more powerful than coercion and compliance.
