Don’t Just Announce It. Explain It.
Because people deserve the reasoning, not just the result
In communicating effectively, there’s a difference between announcing a decision and explaining one. Most organizations are good at sending announcements and updates. The decision is public, and hopefully, the timeline and next steps are shared. Actionable …but understood?
I think employees (and the public) want to really hear: why are you announcing this direction, why now, and what else was considered?
Decisions don’t speak for themselves
In the infoglut environment we live in, employees see online headlines and hear hallway conversations or instant messages (e.g., Slack, Chat, or Teams). And customers probably read company updates and product reviews. So, when leaders skip over how a decision was made, people create their own explanations. Sometimes those explanations are generous and optimistic, and other times, not.
Explaining a decision doesn’t require much. It can be just one clear paragraph on the options, what the constraints were, and here’s what mattered most. Even acknowledging tradeoffs signals a thoughtful leadership narrative that feels real and trustworthy. It also shows the process and that the outcome wasn’t arbitrary.
It’s particularly important now that AI can generate polished announcements in seconds. What it cannot generate is leadership judgment. When you make your reasoning visible to others, you demonstrate competence and consistency. And even when someone disagrees with the outcome, they’re far more likely to respect the process.
If you want to build this habit, start small with these tips
Before sending your next update, ask yourself these questions that need answers:
Have I explained the tradeoffs? For example, a restructuring may reduce costs, but it will likely increase workloads and change reporting structures … here you give a peek into understanding both sides.
Have I clarified what influenced the decision? For example, was it declining revenue, regulatory changes, or another strategic shift that made this necessary?
Have I said what might cause us to revisit it? Note a possible change that may cause us to revisit this decision.
Those questions and answers they produce feel like a realistic narrative of what was happening. And while it takes a few minutes to think through and answer (even in FAQs to accompany this announcement, the credibility you build lasts much longer. Over time, that consistency of explaining decisions becomes part of your company culture. For example, a restructuring may reduce costs and clarify decision-making, but it may also increase workloads or change reporting relationships — and people deserve to understand both sides.
People want the why, not just the what
With a nod to Simon Sinek, the reason for providing “why” is that the reality of how we consume information moves so quickly, leaders need to explain how a decision was reached. Explaining decisions may not eliminate disagreement, but I think show thought, so it changes the tone of it, and that’s an important communication skill leaders can practice right now. Just announcing outcomes alone isn’t persuasive…yet showing the process is.
I believe most leadership communications are often like broadcasts. Instead, it should illustrate what your leadership looks like in action. This is the kind of communication discipline that strengthens organizations over time.