Simon Sinek has a mantra for consumer behavior: “People don’t buy what you do, they buy why you do it.” The popular motivational speaker and organizational consultant claims that the adverb “why” is a better explanation for consumer loyalty than the quality of the product itself. His frequent example is Apple: They make computers, software, and other electronic devices that are reliable and easy to use, but more importantly, they provide clear messages that articulate the character of their mission to consumers. In their advertising, they frequently prioritize the “why” over the “what.” By sharing this with potential customers, they inspire devotion to their brand.

Why is “why” so powerful? After all, a reason for doing something is a concept, not a material benefit. But according to Sinek, human beings—even on a biological level—respond more enthusiastically and profoundly to any project that simply provides a reason for doing it in the first place. We exist in an economic system where wealth would logically seem to motivate industry above all else, but as it turns out, material compensation alone has limited appeal to individuals.

In my own work with organizations, for example, I find that employees need a specific reason for the work they do—a reason beyond a paycheck. And when they leave organizations, rather than complain about inadequate compensation, they more often cite dissatisfaction with leadership’s failure to provide that context. Again and again, I hear departing employees report that their roles in the organization were not clearly defined; that there was poor communication between leadership and teams; that the company mission was unclear or vague; and that demands to alter procedure lacked explanations for making those changes. In each case, the “why” was missing.

Employees need a relatable reason for doing something on the job. If what they do appears to fulfill some larger purpose for the organization, they are more likely to engage with greater enthusiasm and efficiency. If it seems to be just an operation performed in a vacuum, their willingness flags. When employees need to make changes, they generally conform to those adjustments quickly if they are provided thorough reasons for the changes. Offering a “why” for any action is like adding a shot of espresso; the clarity that emerges will always energize individuals and teams.

All of this obviously benefits productivity and the organization on the whole. But I would argue there is a more important reason for providing the “why”: It is an act of respect and kindness. If you offer someone a detailed reason for performing a task, you demonstrate trust in that person’s ability to understand the reason’s importance to the organization as a whole. When you take time to ensure that workers grasp nuanced explanations, you demonstrate to them that you value their need to understand why they should do one thing over another. Trusting individuals to understand will, more often than not, lead to reciprocal trust, and the value of this exceeds a single request for action.