As leaders, when we share an initiative with our teams, we’re usually very good at communicating what we want done. We’re always good at telling people when it needs to be done. (Usually, yesterday.) What we often forget to share is the why of the initiative. And yet it’s the why behind the what that motivates the team to get the job done. If you’ve ever gotten frustrated that your message as a leader doesn’t seem to be filtering down through the organization, you’re not alone. The issue might not be your messaging; it may be in the filtering. Let’s examine how the why gets filtered.

作为领导者，当我们向团队分享一项计划时，我们通常非常擅长于传达我们想要完成的任务。我们也总是很明确地指出任务的截止时间。（通常，这个时间早已过期。）然而，我们常常忘记分享计划背后的原因。而事实上，正是这个原因能够激励团队去完成任务。如果你曾经感到沮丧，因为作为领导者的信息似乎未能在组织内部顺畅传递的话，那么你并不孤单。问题可能不在于你的信息传递，而在于信息传递的过滤过程。让我们来看看计划背后的原因是如何在传递过程中被过滤掉的。

The typical org chart reflects a static structure, but the typical organization is dynamic by nature, made up of individuals, each with their own perspectives and areas of focus. As humans, we each have our own filter through which we receive and disseminate information. I’m not a coffee drinker, but I assume the more filters the brew passes through, the weaker it becomes. Your ideas as a leader suffer the same fate. We ignore the filters at our own peril.

典型的组织结构图通常表现出一种静态结构，但实际上，组织本身是动态的，由不同的人组成，他们各自有不同的观点和关注领域。作为人，我们每个人都有自己的信息接收和传播方式。虽然我不喝咖啡，但我想象如果咖啡通过的滤纸越多，味道会越淡。身为领导者，你的想法也可能因为过多的“过滤”而被削弱。忽视这些“过滤器”会带来风险。