When it comes to early communication about change, getting the message right is critical. Change inherently stirs emotions—uncertainty, excitement, fear, and hope. Our message must address these emotions head-on, guiding our audience from resistance to acceptance. 

One of the most critical steps is clearly explaining the Why behind it. Why is change necessary? Why now? Why is this the right path? Without a compelling and well-articulated “Why,” even the best strategies will face resistance.

Over the years, I’ve developed a framework I call “Hook / Scare / Comfort / Inspire” to craft a message that answers these questions. It connects the logic of the change to the emotions of the people who will execute it.

This framework works because it mirrors how people process big, transformative ideas:

• They need to pay attention first (Hook).

• They need to understand what’s at risk if nothing changes (Scare).

• They need to feel reassured that success is possible (Comfort).

• And finally, they need to feel excited about the opportunity ahead (Inspire).

As we craft messages using this framework, grounding them in the customer’s perspective ensures the “Why” resonates on both an emotional and logical level. Let’s break it down in the context of explaining the “Why” for a strategic pivot like OfficeWorks’ decision to target remote-working parents.

Hook Them: Grab Their Attention

We live in a world with shrinking attention spans. Research from James Clear highlights that you have just six seconds to grab someone’s attention—and another twenty to thirty seconds to keep it.

Here are some ways to hook your audience effectively:

• Start with a compelling insight.

  “Did you know that remote work has grown by 30% in just five years, transforming home offices into a $10 billion market?”
  

• Ask a provocative question.

  “What if our biggest growth opportunity lies with the remote-working parents we’ve overlooked until now?”
  

• Set the scene.

  “Picture this: A parent is working from home, juggling Zoom calls and childcare. Their desk is cramped, cluttered, and anything but ergonomic. Imagine if we could design a product that solves their problem and makes their lives easier.”

Scare Them: Highlight the Risks of Inaction

Once we’ve captured their attention, we need to create urgency. Show them what’s at stake if they don’t act.

• Create a sense of urgency.

  “Our competitors are already adapting to meet the needs of remote-working families. If we wait, we risk losing relevance in this rapidly evolving market.”
  

• Identify the risks.

  “If we fail to pivot, we could see a 20% drop in sales over the next two years as customers flock to companies that better meet their needs.”
  

• Add an element of surprise.

  “Recent research reveals that 40% of working parents struggle to find office furniture that fits their home and family needs. This is a pain point we’re uniquely positioned to solve—but only if we act now.”

Comfort Them: Show There’s a Solution

After stirring concern, we need to set our audience at ease by showing them a clear path forward. Reassure them that solutions are within reach and success is achievable.

• Offer reassurance.

  “We’ve developed a strategy to position ourselves as the go-to brand for remote-working parents. This isn’t guesswork—it’s based on deep customer research and proven design principles.”
  

• Provide proof.

  “Our initial prototypes, tested with real customers, received overwhelmingly positive feedback. One parent told us, ‘This desk has changed my life—I feel like I can finally balance work and family.’”
  

• Show your support.

  “We’re not just proposing a strategy. We’re equipping every team with the tools, training, and resources needed to execute it effectively.”

Inspire Them: Paint a Vision of the Future

The final step is to leave our audience energized and motivated. Show them what success looks like and how they can be part of it.

• Illustrate the vision of success.

  “Imagine becoming the go-to brand for remote-working parents, transforming homes into efficient, family-friendly workspaces. Parents everywhere are raving about how our thoughtful designs have made their lives easier, from boosting their productivity to creating more harmony at home. Our innovative solutions are setting a new standard, celebrated not just in top lifestyle magazines but in the homes of millions of grateful families.”

• Highlight opportunities.

  “This is our chance to lead the way in helping remote-working parents create spaces that work for both their careers and their families. By acting now, we can set the standard for thoughtful, family-centered design, solving real problems for millions of customers while securing our position as the most trusted brand in the market.”

• End with a call to action.

  “Together, we can make this vision a reality. Starting today, we’ll work as a team to transform our company into the brand families trust to create beautiful, functional home offices. Let’s lead this change—together.”

While establishing a clear structure for our message helps our readers follow it, ultimately the content of the message is king.

Build the “Why” Around the Customer

The most effective “Why” messages are rooted in the customer. By focusing on the people you’re ultimately trying to serve, you connect the strategy to something real and relatable. Employees are far more likely to get on board when they understand how the strategy solves meaningful customer challenges or seizes opportunities in the market. 

As Brooklinen CEO Billy May told me, “If you start from the consumer and work backward…you end up with a strategy that’s easier for everyone to understand and align around.”

This customer focus should guide every element of your message. For example:

• In the Hook, draw attention to customer pain points or unmet needs.

• In the Scare, show the risks of failing to meet these customer demands.

• In the Comfort, highlight how the strategy aligns with solving these challenges.

• In the Inspire, paint a picture of the customer-centric success the team can help achieve.

Rooting our communication in the customer achieves two key things:

1. It makes the stakes real. Instead of abstract metrics, we’re talking about people whose needs the strategy will address. This human connection makes the change feel more urgent and meaningful.

2. It bridges the gap between logic and emotion. The customer focus ties the “why” to the organization’s mission, making it easier for employees to see how their work contributes to a larger purpose.

When our team hears a message that centers on the customer, it answers their unspoken question: “Why does this matter?” It also makes the “Why” easier to communicate down the line, as employees are more likely to remember and repeat stories about the people your strategy serves.

Why This Structure Works

The Hook / Scare / Comfort / Inspire framework speaks directly to the emotional journey people go through when faced with change. It grabs attention, acknowledges fears, offers reassurance, and leaves people feeling motivated and ready to act.

Here’s why this approach is so effective:

1. It Speaks to the Heart and Mind. By addressing emotions first, the framework reduces resistance. At the same time, it provides logical grounding for the change.

2. It Creates Alignment Through Stories. When the message is rooted in customer experiences, it bridges the gap between leadership and teams, fostering alignment and purpose.

3. It’s Memorable. Stories about real people and relatable situations stick with audiences far longer than abstract metrics or complex explanations.

By combining emotional appeal with customer insights, we create a powerful narrative that builds buy-in and excitement for the change.

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This post is a slightly edited excerpt from my upcoming book, a practical handbook for executing strategy from an operator’s point of view. Drawing on decades of real-world experience, it’s designed to help leaders turn strategy into action through clear, actionable steps. Stay tuned for more insights and updates as we get closer to launch!