Probably everyone saw Simon Synek's 'Start with Why.'. I spent some time learning myself this principle and - surprise - it works perfectly.
Although the concept is super-easy to understand, it was challenging for me to fulfill and implement. And I tend to fail again and again when I don't concentrate enough. To express the Why is not the most difficult part. That's something you can learn and something where your colleagues can help. I find the most difficult to describe Why, when you know precisely How.
I'll get to the topic later. Let me first share one experience which came some 10 years ago.
When I was just about a year in the manager's role, I was summoned to lead a QA project that needed extensive cooperation with a team from India. Before I started the collaboration, my contemporary leader sent me to training about cultural differences. It was one of the best training I've ever had. Probably the main message was 'India is different.' It's hard to understand, and it's easier to accept and learn their language and principles. Without this knowledge, it would be impossible to succeed. (Ms. Šárka Alföldy led the mentioned experience).
The primary outcome was that although it makes no real sense to westerners, it works. I should say 'thanks' to my friends from Chennai. They were super patient and helpful. (So thanks, Atul, Thiyagi, Sandeep, Anitha, Hemant, and the whole Solarwinds Chennai office).
A few years later, I've started with the 'Start with Why,' and I wondered why it's not working. And I noticed that it's straightforward when I don't know How. In my case, when we're discussing something deeply technical - I keep reminding the business value, customer expectation, or the principles we have inside the team. I can explain why a particular improvement is needed.
On the other hand, whenever I know How, it's way more difficult not to start with it or even provide my team with enough time to figure it out.
This mismatch is very dangerous whenever I'm building a self-managed team. When I mix the two approaches, I'm sending mixed messages regarding my leading style. All I don't want to say is I'll only tell Why when I don't know How. Keeping the Why may result in a solution or path to solution I've never thought of. Just the same way as various cultures search for their own paths to happiness, and it's not my role to judge anything.