The most important part of leading through change is not just making decisions – it’s explaining why the change is necessary and why it’s the right decision at this moment.

Change is Tough – for Everyone

Change shakes things up. It disrupts our routines, makes us feel unsure, and often demands more energy than we feel we have. Whether it’s a change you’re driving or one handed down from higher leadership, your team needs clarity. They need to know the reasons behind the change and what factors shaped the decision. After all, without that explanation, people start to wonder: Why now? What’s really going on?

Isn’t it enough to expect that teams will just follow instructions? In reality, no – it’s not that simple. Humans are wired to question things, and often, the answer to that questioning lies deep in our psychology.

Fundamental Attribution Error

We all, to varying degrees, suffer from a cognitive bias called the fundamental attribution error. This bias leads people to attribute others’ actions to their character or personality, while attributing their own actions to external circumstances.

In the absence of an explanation, people will invent their own reasons for a decision, often shaped by their assumptions about the decision-makers’ character. And, more often than not, these assumptions are unflattering.

Have you ever heard about a decision from senior leadership that made you think, “What were they thinking?” That’s usually followed by, “They must be clueless!” This is fundamental attribution error in action.

Respect Your Team by Explaining ‘Why’

Taking the time to explain a decision isn’t just a nice-to-have – it’s a sign of respect. It tells your team, I value your intelligence, and you deserve to understand the bigger picture. When you share the ‘why’ behind a decision, you empower your team. You show them that they’re not just cogs in a machine – they’re crucial players in the game.

Deciding on Change

Now, imagine you’re leading a project and need to make a key strategic decision. Your team consists of experienced individuals with valuable input. Often, there will be differing opinions within the group, and that’s normal. So how do you make the best decision while considering everyone’s expertise?

1. Involve – First, involve your team in the discussion. Listen carefully to their viewpoints and reasoning. Encourage debate and exchange of ideas within the group. It’s crucial to listen more than you speak during this phase – you’re likely to learn something you hadn’t considered before.
2. Decide – Next, make a decision. Resist the temptation to delay the choice in order to avoid conflict. As General George Patton famously said, “A good plan, (violently) executed now, is better than a perfect plan executed next week.” Decisiveness not only builds momentum but also prevents prolonged debates from devolving into conflict.
3. Explain – Once the decision is made, communicate it to the team—and most importantly, explain why. Make sure they understand that their input was heard, considered, and factored into the final decision. Some team members will agree with your choice, while others may not. But by explaining your rationale and grounding it in the best available data, you can create a sense of shared understanding.

If you show genuine respect for their input and for the engagement they’ve demonstrated, this respect will resonate with the team. They’ll feel valued and, even if the decision didn’t go their way, they’ll appreciate the transparency and the fact that progress is being made.

The Power of Moving Forward

Communicating the ‘why’ fosters trust and alignment. Teams are more likely to support and execute on a decision when they understand the reasoning behind it. Moreover, by explaining the process, you help your team see that their contributions matter, even when they disagree with the final outcome.

If members of your team remain vocal and defiant about the decision you have made, I recommend discussing the impact this attitude is having on the team. See my post titled Argue, Commit, and Collaborate for more on this.

Have you faced difficult decisions within your team or had to communicate challenging decisions handed down from higher leadership? How did you handle it, and what were the results? I’d love to learn from your experiences.