“I can’t believe they think that’s a good decision.”

Have you been in that position—when your senior management makes a decision that, from your perspective, makes no sense?

One situation, in particular, turned out to be a significant teachable moment for me.

I was leading a team of truly talented software developers. We were good and we knew it. There were some organizational changes decreed from on high that didn't make sense to us. In my youthful ignorance, I set up a meeting with a leader about three levels above me. He accepted the invitation.

In the discussion, I boldly explained how his recent announcements were upsetting people in the department. I went so far as to say, “Bob, you’re not making the ‘What’s in it for me’” clear.

Bob was quiet at first. Then he responded with a statement I’ll never forget. “Andy, sometimes it’s not about you. It’s about ‘what’s in it for us.’”

Check. Mate.

Explaining the Why

I walked out of his office—humbled—learning a critical lesson.

Yes, explaining the The What’s In It for Me (WIIFM) is important when we communicate our plans. When we make project decisions or deliver announcements, our team members arelikely filtering our messages through self-interested lenses. They want to know what this means to them. To their promotional opportunities. To their mortgage payment.

In Robert Cialdini’s classic Influence: The Power of Persuasion, he explains how the word ‘because’ is critical when trying to influence someone. Too often, we as leaders wrestle with options to solve a problem and then render a decision. But when we communicate it to our teams, we fail to get their buy-in because we neglect to explain the reasons behind the decision.

Sometimes we fail because we spend too much time talking about the How: the process we followed to come to our conclusion. That's not the same as the Why. As Scott Elbin explains in The Next Level: What Insiders Know About Executive Success, focusing too much on how you came to your conclusion risks "getting labeled as someone who, when asked for the time, explains how to build a watch."

Cialdini asserts “because” is the most influential word in the English language. Further, the “because” doesn’t even have to be that persuasive!

But the magic isn’t in the word. It’s in the explaining. Cialdini states, “A well-known principle of human behavior says that when we ask someone to do us a favor we will be more successful if we provide a reason. People simply like to have reasons for what they do.”

Make the WIIFM clear when you can.

When The Personal Benefit Is Not as Clear

But sometimes it’s not about what’s in it for one particular person or team. An announcement about layoffs? The outsourcing of work to service providers? A reorganization that leaves people with yet another new boss?

As the executive rightly explained to me, some decisions are more about the What’s In It for Us. Maybe it’s the value to our organization as a whole. Or our customers. Or another part of our company.

One leader told me “this is the first company I've worked at where one department would be willing to give up a dollar of budget if another would benefit by more than that.” You may not work at such a company, but if that’s the reason behind a decision, explain it.

Asking About the Why

Perhaps you’re not the person communicating the Why. Rather, you’re on the receiving end, as I was years ago. You’re scratching your head in disbelief. What’s the lesson for us?

You could schedule a meeting with the leader three levels up. A large helping of humility might be a good breakfast choice, if you do. Even if you just ask your boss or project sponsor, it’s worth seeking out the Why behind their decision.

As an example, I later had a boss who previewed an upcoming reorganization with his direct reports. I asked him, “What are the primary benefits of this reorg, from your perspective?” Interestingly, he struggled with the answer. It illuminated the fact that before announcing the restructuring, we had better sharpen up the message or reconsider the wisdom of the change.

It started with a Why question.

If the Why isn’t clear, seek it out. There’s probably a reason. Remember that it may not satisfy your need to know What’s In It for You, so be prepared to accept What’s In It for Us.

Practicing What We Preach

As I look back on that humbling discussion with the executive years ago, there’s one last lesson I’d like to share. I left his office that day benefiting from a teachable moment.

But I wonder if he did.

My point? It’s easy (now) to argue that he had made a good decision. There was a reasonably compelling What’s In It For Us as an organization.

But he didn’t follow his own wisdom.

For all my complaining about the lack of WIIFM and his wisdom about WIIFU, his earlier announcements didn't live up to his advice. He had not even come close to communicating the Why behind his decisions.

We need to remember:

• It’s not just what we decide. Success also depends on how we roll it out. It’s completely possible to ruin a good decision.
• When we find ourselves thinking we've dispersed highly valuable wisdom to someone on our team, let’s make sure we don’t miss any leftover lessons for ourselves.

Don’t screw up a perfectly good decision. Learn from my teachable moment—and his.

What mistakes have you seen when it comes to communicating decisions? What have you learned about getting buy-in? Please share your perspectives in the comment. Thank you!