Most of the time, when we ask someone to do something, we just give out specific instructions without explaining the why. This leads to undesired results.
One typical day at work is when your boss contacts you and asks you to do something. Your boss gives you specific instructions on what to do and maybe, asks you when you could give it, or most of the time, your boss would just expect it to be done before lunch or at the end of the day.
When this happens, we automatically do what we were told to do. Why not? It is the boss who told us to do it and our job is on the line. So, on that typical day, one regular day, we just do what we were told to do, get it done, and go on with our day.
But it could be better. The day could change. Instead of being a soldier doing what was asked, we could become an artist creating something. The typical day could change to something fulfilling because we will own it.
How? Instead of listening to step-by-step instructions that are being given to us, ask “why”.
Why do you need to do it? What are you trying to achieve? Why go through all the steps? What are you aiming for? Why is the work needed? What is the end goal?
When it comes to following instructions, a common approach is to diligently carry out each step without questioning the rationale behind them. However, an alternative perspective encourages individuals to inquire about the underlying reasons for each action. By understanding the “why” behind a set of instructions, individuals gain valuable insight into the purpose and potential outcomes of their actions. This can lead to a deeper comprehension of the task at hand and foster a more critical and analytical mindset. Through questioning the “why,” individuals may uncover new perspectives, identify potential improvements, and develop a more comprehensive understanding of the processes they are engaging in. Embracing this approach can lead to a more informed and empowered way of interacting with instructions, ultimately promoting a culture of critical thinking and continuous improvement.
For example, a very simple example, let’s say your boss asks you to pull some data this year and compare it to last year’s data during the same period, place it on a table, and send it to your boss. Very simple. But, do you know what happens after you send it? Your boss will come back to you asking for clarifications or more data or rearranging the table or whatever.
Why did that happen? Because there is no clear context on what is the purpose of the work. And most of the time, bosses are struggling with multiple items and to be quick, they ask for whatever first thing that comes into their minds. In the end, the work gets repeated because it does not completely help achieve what is being tried to accomplish.
The process of fulfilling requests in the workplace can often lead to misunderstandings and inefficiencies. Consider the scenario above where a supervisor requests a simple task like pulling and comparing data. Once the task is completed and the data is presented, the supervisor may come back seeking further clarifications, additional data, or adjustments to the presentation. This tendency for follow-up requests can be attributed to the lack of a clear context regarding the purpose of the work. In many cases, supervisors are juggling multiple priorities and, in their efforts to expedite the process, they may simply request the first thing that comes to mind. Consequently, the initial work may not fully contribute to achieving the intended objectives, leading to the need for repeated efforts and a potential waste of time and resources.
The importance of creating a clear and comprehensive context for any given task cannot be overstated. When employees or team members have a thorough understanding of the purpose behind their assignments, they can align their efforts more effectively and produce work that better serves the organization’s overarching goals. By outlining the specific objectives, expectations, and potential outcomes, supervisors can help ensure that the work generated contributes meaningfully to the desired outcomes. Additionally, fostering an environment where questions are encouraged and open communication is valued can further mitigate the need for repeated tasks and unnecessary revisions, ultimately improving productivity and efficiency within the workplace.
Communication in the workplace is vital for creating a cohesive and effective team. When subordinates are encouraged to understand the purpose behind their tasks and assignments, they are more likely to feel invested and motivated. This understanding can lead to a greater sense of ownership and accountability for their work, ultimately contributing to a higher quality of output.
On the other hand, for bosses and managers, taking the time to collaborate with their team members and provide context behind the instructions can lead to greater clarity and understanding. Rather than simply dictating tasks, this approach encourages open dialogue and can lead to a more engaged and satisfied team. When employees feel that their contributions are valued and that they understand the bigger picture, they are more likely to feel fulfilled in their roles.
By embracing and promoting this effective two-way communication and collaborative approach, organizations can cultivate an environment where open dialogue and shared contributions thrive. This mutual and participatory strategy can lead to not only the attainment of the desired quality of work but also the creation of a more uplifting, constructive, and fruitful work atmosphere. This inclusive methodology promotes a sense of shared responsibility and empowers individuals to contribute to the collective goals, thereby fostering a culture of engagement and productivity.
It is a two-way street. For the subordinates, ask the question why. What is the purpose of the work? For bosses, instead of giving instructions, collaborate and provide context on what is being accomplished. Having these conversations would help engage people better as there would be ownership, accountability, and a sense of fulfillment. And, ultimately, the quality of work would be near the desired one.
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