The Power of Giving Meaningful Reasons as a Leadership Skill

During major transformations, people don’t resist change itself — they resist not understanding the reasons behind it.

In moments of disruption — when pressure is high, deadlines are tight, and uncertainty fills the room — leaders often rush to deliver results, forgetting that clarity is also a deliverable.

I recently watched a brilliant video (thanks Beatrice for sharing!) that reminded me how often leaders underestimate the power of a good reason. We’re quick to communicate what and how, but too rarely explain why.

When organisations go through intense transformation — mergers, restructurings, new strategies — giving meaningful reasons can make the difference between fear and engagement.

Because when we take the time to explain:

 • We create clarity, not just compliance

 • We build trust, not just alignment

 • We inspire ownership, not obligation

A corporate statement might inform.

A meaningful reason connects.

That’s what turns followers into believers — even when times are tough.

In this talk, Michael Smith opens with the gripping story of a fully loaded Airbus A380 that suffered a major engine failure moments after takeoff.

What saved everyone on board wasn’t luck, but the crew’s reasoning under pressure — their ability to think clearly, justify each decision, and communicate meaningful reasons for every action taken.

Their calm explanations didn’t just keep passengers composed — they made everyone on board fully supportive of the crew’s actions, trusting each instruction because they understood why it mattered.

He argues that this same capacity — to reason, not react — is the most essential skill we can develop as leaders, teammates, and human beings.

Watch here (21 minutes, 100% well invested time): https://lnkd.in/eHPwmH8A