One of the most common challenges we face as leaders is getting people on board with our ideas, strategies, or plans—especially in a way that goes beyond simply being heard.
If you’re anything like me, you’ve probably had the experience of thinking, “The plan was so clear in my head, but no one seems to get what I’m saying!” Sometimes, it’s even worse—the message not only misses the mark but produces the opposite of the intended outcome, confusion and frustration.
So what can we do about it?
Why This Happens
As humans, our brains are wired to conserve energy and make quick decisions. This means we interpret information through mental “frames” shaped by our experiences, beliefs, and emotions. These frames influence how we understand the world around us.
When two people hear the same message but interpret it differently, the issue often isn’t the message itself—it’s the lens through which each person is viewing it.
To communicate effectively—especially as leaders—we need to recognize and align these frames to build shared understanding.
A Simple 4-Step Framework for Communicating Key Messages
- What – Present the facts or idea clearly so everyone knows the topic.
- Why – Explain the significance and why it matters to them.
- How – Outline the process or plan.
- So What – Highlight the implications, impact, or value.
Here’s how it works:
Step 1: What – Present the Facts or Idea Clearly
What are we talking about?
Objective: Set the scene and give people context so everyone is on the same page. Even if you’ve discussed the topic before, restating it helps align understanding.
Example:
“Today, I’ll be walking through the results of our recent employee engagement survey. I’ll cover what the data shows, the potential impact on our business, a few ideas to improve our employee experience, and then ask for your input and endorsement of an action plan. Is there anything else we need to address in this session?”
“Let’s be honest about where we are. Our most recent culture survey results were disappointing. Engagement scores are down. Psychological safety has weakened. And cross-team collaboration has dropped compared to last year. Some of us expected this—but now we have the data, and we can’t ignore it.”
Step 2: Why – Explain the Context and Importance
Why is this important?
Objective: Anchor your message in relevance. Help people understand why it matters—both the risks of inaction and the benefits of action.
A strong “why” triggers focus by activating emotional responses—either concern (cortisol/adrenaline) or motivation (dopamine).
Example:
“Culture isn’t a ‘nice to have.’ It’s a performance lever. When teams don’t trust each other, execution slows. When people don’t feel valued, innovation stalls. When leaders don’t listen, disengagement spreads.
We’re seeing signs of this now—higher turnover, more absenteeism, and increased use of the EAP. This puts us at risk of losing good people, and along with them, customers and our reputation in the market.”
Step 3: How – Identify the Path Forward
How can we make a shift together?
Objective: Offer a clear and credible way forward. Too much complexity can stall action, so keep it focused. Offering a few options can also give your audience a sense of control and ownership.
Example:
“We’ve identified two potential paths:
Option 1: A faster route with high impact, but it requires external investment. (Provide details)
Option 2: A slower, in-house approach that will take more time but is more cost-efficient. (Provide details)
We could also explore a blended approach depending on department urgency.”
Step 4: So What – Highlight the Outcomes
What happens if we get this right?
Objective: Paint a picture of success. Show what’s possible and when.
Example:
“If we go with Option 1, we expect to see improved engagement and reduced turnover within 3 months.
Option 2 may take 6 months but could build more sustainable momentum internally.
A blended model could give us the best of both—quick wins in priority areas while building internal capability elsewhere.”
What Next?
For complex or challenging topics, you may need to cycle through this process more than once. So next time you’re pitching an idea—internally or externally—try mapping it out using this framework:
- Write out each step.
- Test your message with someone who’ll give you honest feedback.
- Refine it, then give it a try.
It might feel awkward at first, but practice makes progress—and the results will speak for themselves.
If you’re looking for a flexible online training solution to build the capability of your leaders and team, get in touch at anthony@tenaxiti.com.au, follow us on LinkedIn at Tenaxiti, or visit our website at www.tenaxiti.com.au.
