Why?
The most powerful word in business. The single biggest driver of performance. The difference between having a job and having a profession. The difference between disengaged workers going through the motion and fully engaged workers producing excellence. The hallmark of great leadership is understanding why always precedes what and how.

Many of us schooled in the discipline of management have rightly learned that great planning, monitoring the plan and making corrections as needed is the key to results. That still remains true. A well stated strategic plan clearly calling out the necessary whats and a tactical plan delineating the hows must be in place. Full execution of the strategy and plans requires commitment and alignment from everyone in the organization. You will not have that unless you first define why the plan is important and desirable.

I saw this at General Motors when I was a manager there in the 80’s. We had great plans, very sophisticated financial scenarios, well defined metrics in a fairly balanced scorecard to keep track. We failed to execute and the market share took a considerable hit. I contend that a large part of that reason was we forgot we were a transportation company with a great legacy. Instead we became a financial institution with our profits being largely driven by GMAC. The failure to define why it was important to make great cars and trucks led to a lack of energy and passion that could be felt all the way to the factory floor. It was just a job. A fair days work for a fair days wage instead of the passion to win at all costs.

If you are a leader, I would suggest to you the most important thing you can do in pursuit of excellence is to answer the question “why?” Without the answer, you won’t be able to sell your plan, you’ll have to use reward and punishment to gain compliance, not commitment.  An organization built on compliance does not achieve excellence.