How many times a day do you ask someone to do something? If you total all the requests you make of coworkers, family members, friends, people at restaurants and shops, and even strangers, the total is somewhere between 100 and 1 bazillion.  Now, what if I told you that by including just one word in your request, the odds of receiving a positive response increase by 50%?

And no, that word is not “please.”

The real magic word

Harvard 1978.  Decades before everyone had access to computer labs, home computers, and personal printers, students had to line up at the copy machine to make copies.  You could easily spend hours in line, even if you only had a few copies to make.  It was an inefficient and infuriating problem for students.

It was also a perfect research opportunity for Ellen Langer, a professor in Harvard’s Psychology Department.

Prof. Langer and her colleagues asked students to break into the line using one of three phrases:

1. “Excuse me, I have 5 pages.  May I use the xerox machine?”
2. “Excuse me, I have 5 pages.  May I use the xerox machine, because I have to make copies?”
3. “Excuse me, I have 5 pages.  May I use the xerox machine, because I’m in a rush?”

The results were definitive and surprising.  Students who used the first phrase were successful 60% of the time, but those who used the phrases with “because” were successful 93% and 94% of the time.

“Because” matters.  The reason does not.

Note that in phrases 2 and 3, the reason the student is asking to cut in line isn’t very good. You can practically hear the snarky responses, “Of course, you have to make copies; why else would you be at the copy machine?” or “We’re all in a rush,” and the request is denied.

But that didn’t happen.

Instead, the research (and hundreds of subsequent studies) showed that when the ask is simple or familiar,  people tend to follow instructions or respond positively to requests without paying attention to what’s said, even if the instructions don’t make sense or the request disadvantages them in some way.   Essentially, people hear “because,” assume it’s followed by a good reason and comply.

“Because” matters.  How you use it matters more.

The power of “because” isn’t about manipulation or coercion. It’s about fostering a culture of transparency, critical thinking, and effective communication.

Taking the time to think about when and how to communicate the Why behind your requests increases your odds of success and establishes you as a strategic and thoughtful leader.  But building your “Because’ habit takes time, so consider starting here:

Conduct a “Because” Audit: For one day, track your use of “because.” How many times do you make a request?  How many times to you explain your requests with “because?”  How many times do you receive a request, and how many of those include “because?”  Simply noticing when “because” is used and whether it works provides incredible insights into the impact it can have in your work.

Connect your “Becauses” As leaders, we often focus on the “what” and “how” of directives, but the “why” is equally crucial. Take your top three strategic priorities for the quarter and craft a compelling “because” statement that clearly articulates the reasoning behind it. For instance, “We’re expanding into the Asian market because it represents a $50 billion opportunity that aligns perfectly with our core competencies.” This approach not only provides clarity but also helps in rallying your team around a common purpose.

Cascade the “Because” Habit: Great leaders don’t just adopt best practices; they institutionalize them. Challenge your direct reports to incorporate “because” into their communications. When they bring you requests, ask them for the “because’ if they don’t offer it.  Make it a friendly competition and celebrate people who use this technique to drive better outcomes.

Tell me how you’ll start because then you’re more likely to succeed.

(see what I did there?)