The 5 Ws and H Guide to Communicating Virtually Anything in Business

We’ve all had the experience, in business and in life, when we’re entering an important discussion full of questions and concerns, and maybe not sure where to start.

Often, this happens when we’re stressed or thrust into a high-pressure situation. An employee has been seriously injured on the job and we need to quickly debrief with the manager before informing the executive team. A client is in crisis and calls for immediate help in solving the problem. We get just a few minutes with an emergency room doctor before our injured loved one is wheeled away to surgery.

In many of these cases, it’s easy to leave the situation feeling like you didn’t ask the right questions or the all-important details you need to respond to the situation at hand. This is where the so-called “5 Ws and H” can be any employee or leader’s best resource because they are your go-to guide to asking the best questions, no matter the situation.

What Are the 5 Ws and H?

5 Ws and H is a technique originally used by professional journalists and is shorthand for the six key question areas that all reporters should cover for any solid news story: Why, What, Who, Where, When, and How.

While the phrase has been popularized by journalists, the 5 Ws and H clearly apply to all critical communications and can help all communicators, leaders – and anyone – get to the heart of the critical details and context behind any situation.

The origin of the 5 Ws dates back to English journalist, author, and poet Rudyard Kipling, whose poem, “I Keep Six Honest Serving Men,” referenced his work as a curious journalist trying to ask the right questions. It reads, in part:

“I keep six honest serving men

(They taught me all I knew)

Their names are What and Why and When

And How and Where and Who …”

To avoid forgetting an important detail, it’s helpful to think about the 5 Ws and H. Often, just taking a moment to think in this framework helps a lot. For instance, have you ever gotten an invitation to an event without the date, time, or address? If the sender had simply asked the 5 Ws, they would have recognized that an essential detail was missed.

Why Are the Five Ws and H Especially Important Today?

In today’s business world, leaders and communicators must be able to quickly gather and share the right information when necessary. Whether managing a crisis, leading a major change, or simply making a routine decision, asking the right questions ensures clarity, alignment, and informed action. The 5 Ws and H provide a simple yet powerful framework to help leaders effectively communicate with confidence and precision.

1. Asking the right questions is everything in today’s business climate.

Too often, big mistakes are made because employees and leaders don’t take the time to think through the issues with the right lens. Stopping to consider the 5 Ws and H is the best way to work a smart process and ask the most important questions.

2. Context is essential.

When you answer the 5 Ws and H, you’re naturally helping your audience gain critical context – and context helps the audience know what importance to place on any piece of information. None of the questions can be answered with a simple yes or no. They require context and detail, which makes the information meaningful and relevant for the audience.

3. Better and clearer communication leads to stronger business results.

When people don’t get the essential details they need, they often feel not just confused but checked out. Low productivity and engagement often is the fallout. Employees want to feel like they are part of the community, with the proper information and engagement that signals they are essential members of the team.

How to Use the 5 Ws and H

While the 5 Ws and H might seem straightforward, using them effectively requires intentionality. Each question serves a distinct purpose, helping leaders and communicators uncover the information needed to guide decisions, provide context, and drive action. Below, we break down each element to show how it can be applied in a business setting.

Why

Thinking has evolved on where to begin with the 5 Ws and H. Among the latest ideas is one from noted management consultant Simon Sinek, which is to begin with why as it tends to reach an emotional chord with audiences that can inspire the actions you desire. He suggests that the most forward-thinking organizations start with the conceptual and go to the specific.

So, particularly when communicating about vision, values, and broad concepts, start with the why.

Ask:

• Why is it the right decision?
• Why now?
• Why is it important?
• Why should I personally care about this change?
• Why does this change require us to move locations/lay off employees/shut down a product line (or make any other significant change to the business)?
• Why will any of this matter in the long run?
• Why did the leadership team decide on this particular direction or vision?
• Why are we making a big bet on this?

What

Feeling inspired, adult learners have a strong desire to know more about the what. When your messages are more concrete and process-oriented, you might even consider beginning with the what.

In either case, this “w” serves as the foundation on which your information is built and can set a strong roadmap to guide your actions.

Ask:

• What’s the decision?
• What does it mean?
• What should I know?
• What’s in it for me? (From the perspective of employees and what the change might mean for them)
• What are the potential benefits and challenges ahead?
• What is the organization doing to support the team?
• What other new changes may be ahead for our team/organization?

Who

The who sometimes seems simple. But, rather than taking broad strokes to describe all those involved and your stakeholders with phrases like “leaders” or “all employees,” think about the breakdown of the larger groups as you pose your questions.

For example, your messages to hourly employees or those working virtually would likely be different than mid-level managers. And, be mindful to think cross-functionally and avoid department silos.

Ask:

• Who made the decision?
• Who’s in charge?
• Who does it impact?
• Who will be involved in implementing the changes for my department/division/team?
• Who can I go to with questions or additional support?
• Who on my team might need additional support?

Where

Like the who, the where needs a thoughtful, detailed analysis for your efforts to be most successful. This is particularly true for large multinational organizations when the where might vary significantly.

The important role technology can play in facilitating communications across organizations also needs to be a part of your exploration of the where.

Ask:

• Where is this decision coming from?
• Where/what locations will it affect?
• Where can I get more information?

When

A driver of both deadlines in a communications plan and how to effectively cascade your messages, the when can give you a sense of direction and sometimes urgency.

The when is sometimes influenced by competing factors; stay attuned to conflicting priorities and be ready to “push back” if necessary when the impact of your communications efforts could be diminished by unrealistic timelines.

Ask:

• When is this happening (at a high level)?
• When will the team begin to prepare for the change?
• When are the deadlines for each team, individual, or group?
• When will the new product be launched to the public?
• When will employees have an opportunity to share feedback and input?

How

It may be last on this list, but the how should hardly be considered the least. The how is usually the “workhorse” of your planning team and guides your project planning with tasks and tactics.

It’s also the place where discussion and even debate of ideas should be plentiful.

Ask:

• How was the decision made?
• How will it be implemented?
• How will communications flow internally and externally?
• How does it impact me?

5 Ws and H Business Use Cases

The real power of the 5 Ws and H lies in their practical application. From mergers and leadership transitions to crisis situations, this framework helps organizations communicate with clarity, transparency, and confidence. The following case studies illustrate how asking the right questions at the right time can lead to more effective communication and better business outcomes.

Case Study 1: Company Merger

Background: A company acquires a smaller competitor in an acquisition and is preparing an all-employee announcement to the team about the change and what it will mean for current employees and the future of the company.

The executive team meets to work through its announcement, using the 5 Ws and H as a guide for some of the essential questions that the team needs to answer during its meeting with all employees.

The following are some key questions the team will want to answer in crafting the announcement, categorized using the 5 Ws and H.

Why:

• Why did we decide to acquire Company X?
• Why did we make this decision now?
• Why will this make us a stronger company in the long-term?
• Why did we select this particular company over others that may have been good candidates for acquisition?
• Why was it worth the financial investment/potential risks involved?

What:

• What will this mean for our current employees’ roles? 
• What are the financials behind the decision? (The sale price, any other associated costs and/or financial risks involved)
• What does this mean for the future of our company – both positives and any potential risks/concerns?
• What will it take to make this transition successful?
• What do we need from each of our team members to make this successful?
• What brought this on? Are there market pressures and other realities we are facing that pointed us in the direction of an acquisition at this time?
• What other changes might we expect? 
• Are more acquisitions planned?

Who:

• Who was involved in this decision?
• Who plans to carry this out? (Is there a change management team/transition team, etc.?)
• Who will lead us in the future? Do we have a new CEO? Any leaders coming on board from the acquired company?
• Who from the acquired company will be joining us in terms of an employee base?
• Who on our team might be impacted by this? Will there be job eliminations? Are roles changing or being reorganized?

Where:

• Where will our operations be? Does the new company change our footprint or locations at all?
• Where will any changes be concentrated? (Are there certain divisions that will be impacted the most?)
• Where can we go for answers to other questions?

When:

• When is the change officially taking place?
• When will we know about job changes or role changes?
• When will the acquisition be announced to the public?

How:

• How will this change take place (in specific and practical terms)?
• How will the various employee teams implement the changes?
• How will the new employees from the acquired company get onboarded?
• How can each team member help to make this acquisition successful?

Case Study 2: New CEO Taking Over Amid Scandal with Departing CEO

Background: Following an ethics scandal, the board of directors of a Fortune 100 firm plans to inform all employees of the termination of the company’s CEO. In tandem with that announcement, a new CEO is being named, a promotion of another leader inside the company who has been serving on the executive team.

Ahead of that announcement, the communications team works with top leadership to craft a formal written announcement to all employees, accompanied by a press briefing and an upcoming all-hands call with all employees.

To prepare for all of this communication, the team goes through the 5 Ws and H exercise to collect critical information that will inform all the communication surrounding the transition. The following questions are formulated for a response from leadership:

Why:

• Why is the current leader being terminated? (What details can be ethically and legally shared as to the cause?)
• Why is this new leader the right person to lead us now?
• Why does this leadership change matter to you, the employee? (What’s in it for you?)

What:

• What background and expertise does this leader bring us?
• What are our expectations for his leadership?
• What’s the new leader’s vision for our company?

Who:

• Who really is this leader/what are his main qualifications, personal attributes, style of leadership, and reason for taking on this new role?
• Who is supporting the new leader and why? (Explanation of how the full leadership team setup may be impacted by the departure of the current CEO)

Where:

• Where will the leader lead? How often will he meet with employees/customers/key stakeholders?

When:

• When will the transition take place?

How:

• How will the transition take place? Will there be a period of training, passing the torch, etc.?
• Will the new leader meet with leadership teams in various capacities?
• How else are we preparing the new leader for success?

Case Study 3: Safety Incident Causes Injuries to Employees Inside Factory

Background: Following an explosion inside a manufacturing site of a Fortune 100 company, three employees sustain life-threatening injuries and are rushed to a major medical center for treatment. An internal investigation of the accident is being conducted and employees are being interviewed by police and accident investigators.

As a communications leader, you must gather some basic information to release to the press regarding the incident. You use the 5 Ws and H model to gather as much information as possible to prepare for the release and inquiries from the press.

Why:

• Why did the accident take place? Is there any sense of safety protocols that may or may not have been violated?
• Why are police and accident investigators involved?
• Why is this of concern to the company and our employees? (Reference the importance the company places on safety and accountability when accidents occur, and the company’s commitment to fully investigate the root cause of the incident in the interest of public and employee safety)

What:

• What exactly happened? (Specific details on what we know so far)
• What was the root cause of the incident (based on our knowledge thus far)?
• What kinds of injuries did the employees sustain?
• What are we doing to support the injured employees and their families at this time?
• What are we doing to support other employees who may have been emotionally impacted by the crisis?
• What are we doing to ensure the safety of employees going forward?

Who:

• Taking privacy considerations into account, what can you share about who was injured? (Names may not be released to protect privacy, particularly if families haven’t been notified)
• Can you give us a sense of what area of the company the employees worked in, and what kind of job responsibilities they carried?
• Who is responsible for the internal investigation into the accident?

Where:

• Where exactly did the accident take place?
• Where are the victims being treated? Which hospitals?
• Where can we get more information as this situation unfolds and evolves?

When:

• When exactly did this happen?
• When did the investigation begin and when do you expect it to conclude?

How:

• How does the company plan to conduct its investigation into the incident? What are the next steps from here?
• How will this impact ongoing company operations? Are any parts of the plant shut down? If not, why not?
• How can we prevent something like this from happening again?

How The Grossman Group Can Help

We help leaders and organizations communicate with clarity, purpose, and impact – whether in moments of transformation, crisis, or everyday business operations. The 5 Ws and H framework is a fundamental part of how we approach work with clients to craft thoughtful, strategic communication plans that engage employees, build trust, and drive results.

From executive messaging and change communications to crisis response and leadership alignment, we work with clients to ensure they’re asking the right questions, uncovering the critical details, and providing their audiences with the context they need to act with confidence. Whether you're navigating a merger, rolling out a major change, or handling a sensitive workplace incident, our proven methodologies – rooted in research and real-world experience – help you deliver the right message to the right people at the right time.

If you’re looking to elevate your communications strategy and drive meaningful engagement across your organization, let’s start the conversation.

The Bottom Line

Of all the important tools at the footsteps of leaders and communicators, the 5 Ws and H are fundamental to first-class information gathering and communication.

In times of crisis and change – or just in the small moments when you need to get the facts quickly and efficiently – following the 5 Ws and H is a great way to bring your communications to the next level.

Which of the 5 Ws and H do you think is most important to focus on and why?

—David Grossman

Download this free two-page tool – The 5 Ws and H – to ensure you're capturing important perspective, sharing the all-important context, and making it relevant for your audience.