“Why”… A Vortex of Philosophical Pondering

The current fascination with the “why” in organizational literature, though well-intended, has unintentionally cast a shadow over the equally critical questions of “what”, “how”, and “when”. There seems to be an incessant probing into the rationale or purpose behind actions, often at the expense of other vital aspects of decision-making. Indeed, the quest for “why” can inadvertently become a vortex of philosophical pondering, luring one into a labyrinth of existential queries while overshadowing the very pragmatic and tangible dimensions of “what” needs to be done, “how” it should be executed, and “when” it should transpire.

The concept of “why” argues that individuals, teams, and organizations are more likely to be successful and resilient if they have a clear understanding of the purpose behind their actions – their “why”. While this concept has been influential of late, it is certainly not the whole picture, and other elements like “what”, “how”, and “when” are equally important.

“Why” captures an essential truth: motivation is a key driver of success. The “why” represents our core beliefs, our motivations, and our reasons for doing what we do. However, it’s crucial to remember that “why” is only the starting point.

After understanding “why”, it is vital to clarify “what” needs to be done. While a compelling “why” can inspire and motivate, it needs to be translated into a clear and actionable “what” to have practical value. In a leadership context, “what” refers to the tasks, goals, or objectives that need to be accomplished. It’s about identifying what needs to change, what needs to be developed, or what strategies need to be implemented. Without a clear “what”, a powerful “why” can remain abstract and unrealized.

Once leaders and teams have identified what needs to be done, they must determine how they will do it. This includes developing strategies, action plans, and specific steps to achieve desired objectives. It’s about operationalizing the vision and turning it into action. Without a defined “how”, even the clearest “what” and most inspiring “why” can falter.

Finally, “when” refers to the timeline or schedule for achieving the objectives. Even with a compelling “why”, a clearly defined “what”, and a detailed “how”, leaders and teams must establish when they aim to achieve their objectives. This helps to create a sense of urgency, set expectations, and ensure accountability.

Together, “why”, “what”, “how”, and “when” form a comprehensive framework for leadership effectiveness and success. They are all necessary and interconnected components of any successful endeavor, whether in business, personal development, or any other field. The focus on “why” in leadership literature is important, but it’s not sufficient on its own. It is through the nuanced and critical interplay of these four elements that effective leadership and successful execution of goals can truly be realized.