The missing “why” behind the tasks you hand off
A clear task can still produce the wrong result if people do not know what it is for. One extra sentence about purpose can guide every judgement call along the way.
THE QUICK ANSWER
A clear instruction is not enough on its own if it does not explain why the work matters. Without the purpose, every choice along the way, such as speed versus detail, becomes a guess. The work comes back technically finished but still wrong because it solves a different problem. The fix is to give the why with the what, for example: “This feeds into Friday’s board deck, so accuracy matters more than speed.”
GO DEEPER
How purpose shapes every decision in a task
When managers hand off work, they usually focus on what needs to be done and by when. The purpose feels obvious to them because they already know who will read it and what it is for. Adding an explanation can seem unnecessary, or even slightly patronising.
Yet almost every task involves small judgement calls. Should the report be quick or thorough? Detailed or high-level? Without knowing who it is for, the person has to guess, and a reasonable guess can still be the wrong one. The result is work that technically meets the brief but solves a different problem from the one the manager had in mind.
The fix is to add one sentence: give the why with the what. Instead of “Get me this report by Friday”, the video suggests explaining its purpose, such as: “This feeds into Friday’s board deck, so accuracy matters more than speed.” That single line tells the person what to prioritise when choices come up.
The explanation does not need to be long, and it does not replace clear expectations about the deliverable. It is simply context that helps people make good decisions without checking back each time. It also tends to lead to better work, because people who understand the purpose can sometimes spot improvements the manager had not considered.
KEY TAKEAWAY
Tell people why, not just what. One sentence of purpose saves the work from coming back done but wrong.
TEST YOURSELF
A manager asks for a report by Friday, and it comes back fast but full of small errors. What would most likely have prevented this?
PRACTISE IT
Try this lesson in the arcade
Quick retro games that start with this lesson’s situations. One thumb, one to three minutes, free.
