In business, we tend to obsess over the “how”—as in “Here’s how to do it.” Yet we rarely discuss the “why”—as in “here’s why we’re doing it.” But it’s often difficult to do something exceptionally well if we don’t know the reason we’re doing it in the first place. People at work are thirsting for context, yearning to know that what they do contributes to a larger whole.” And a powerful way to provide that context is to spend a little less time telling how and a little more time showing why (138).

Digital Print available at Cognitive Media