Many projects, priority initiatives, and organisational changes lose momentum not because people disagree with them, but because the reason behind the work gets lost. Leaders make decisions based on customer needs, business goals, risks, or opportunities. However, as these decisions travel through the hierarchy, the “why” is often stripped away and replaced with “who.” Instead of hearing why a piece of work matters, people hear that a particular executive, manager, or stakeholder wants it done. When this happens, ownership gives way to compliance, and motivation shifts from purpose to authority.
A common pattern in organisations isn’t a lack of strategy, funding, or talent.
It’s when “why” becomes “who.”
A leader, executive, manager, or product owner decides that a piece of work needs to be done. Perhaps it’s a project, a customer request, a process improvement, a deadline, or a larger organisational change.
The decision is usually made for a good reason:
- A customer has an urgent need.
- A competitor is moving faster.
- Revenue is at risk.
- A regulatory requirement must be met.
- An opportunity exists to improve the customer experience.
At the top, the discussion is centred on why, and that’s a crucial part of the process. But as the work moves through the organisation, something subtle happens. Instead of hearing: “We’re doing this because it will reduce customer waiting times by 50%.”
People start hearing:
“X wants this done by Friday.”
Or:
“The CEO asked for this.”
Or:
“This is one of X’s priorities.”
The focus shifts from purpose to personality.
When people understand the reason behind their work, they can make better decisions. They can adapt when circumstances change. They can solve problems without constantly seeking permission because they understand the outcome they’re trying to achieve.
A team that knows why a proposal must be submitted by Tuesday can make sensible trade-offs and collaborate to get it done.
A team that only knows who wants it by Tuesday is more likely to focus on compliance than outcomes.
This distinction matters because motivation works differently.
The “why” creates intrinsic motivation. People connect their efforts to a meaningful outcome.
The “who” creates extrinsic motivation. People do the work because someone with authority expects it.
And while compliance can produce activity, purpose is what produces ownership, creativity, and engagement.
The next time you hear someone say, “We’re doing this because X wants it.”
Pause and ask, “What’s the actual reason behind it?”
Because somewhere between the decision being made and the work being done, the “why” may have been lost. And when that happens, people stop working toward a purpose and start working for a person.
That’s the moment when “why” becomes “who.”
