Mission, Vision, Values

Mission

Organizations that enjoy enduring success have a core purpose and core values thatremain fixed while their strategies and practices endlessly adapt to a changing world.

A mission statement defines the core purpose of the organization – why it exists. The mission examines the reason for being and reflects employees’ motivations for engaging in the organization’s work. It should describe how an organization is serving the public interest – the true responsibility of any organization.

A group of people get together and exist as an institution that we call a company so theyare able to accomplish something collectively that they could not accomplish separately –do something which is of value.David Packard (1960)

The mission statement attempts to capture the contribution and value that Mr. Packard so eloquently described.

Unlike strategies and goals, which may be achieved over time, you never really fulfill your mission. It acts as a beacon for your work, constantly pursued but never quite reached. Consider your mission to be the compass by which you guide your organization. And just as a compass can lead you to safety when you are lost in unfamiliar terrain, a powerful mission can serve as your guide in times of organizational uncertainty.

The characteristics of an effective mission statement:

Simple and clear. Peter Drucker has said one of the greatest mistakes organizations make is to turn their missions into “hero sandwiches of good intentions.” This is a great metaphor that conjures up layer upon layer of societal good to be accomplished by the organization. It is just not practical or doable. Maintain your focus.

Inspire change. The mission statement doesn’t change, but it should inspire great change within your organization. While an organization can never fully attain its mission, it should propel your organization forward, stimulating change and positive growth.

Here are some examples of great corporate mission statements: - United Way: To increase the capacity of people to care for one another- 3M: To solve unsolved problems innovatively- Wal-Mart: Give ordinary folks the chance to buy the same things as richpeople- Merck: To preserve and improve human life- Walt Disney: To make people happy- Mary Kay: To give unlimited opportunity to women

Developing Your Mission Statement

Developing a new mission statement or reworking an existing one is a “ground zero” action for your organization.

As you start the process, ask yourself what you’d like to achieve – not day-to-day, but your overarching goal.

Vision

Based on the mission and values, we now require a statement that defines where we want to go in the future. The vision statement does just that. The vision signifies the

critical transition from the unwavering mission and the core values to the spirited and dynamic world of strategy.

A vision statement provides a word picture of what the organization intends ultimately to become – which may be 5, 10, or 15 years in the future. This statement should not be abstract – it should contain as concrete a picture of the desired state as possible and also provide the basis for formulating strategies and objectives. A powerful vision provides everyone in the organization with a shared mental framework that gives form to the oftenabstract future that lies before us.

Vision always follows mission (purpose) and values. A vision without a mission issimply wishful thinking, not linked to anything enduring.

In their book, Competing for the Future, Hamel and Prahalad note that every organization needs a well articulated view of tomorrow’s opportunities and challenges. John Kotter (Leading Change) notes three important purposes served by a vision during achange process:

• By clarifying the general direction for change, the vision simplifies hundreds or thousands of more detailed decisions.• The vision motivates people to take action in the right direction, even if the initial steps are personally painful.• Actions of different people throughout the organization are coordinated in a fast and efficient way based on the vision statement.

Regardless of the size of your organization, a skillfully created vision statement not only describes what you are attempting to accomplish but will serve to inspire all employees to join you in meeting the challenges that lie ahead. The vision may represent the most critical component because it acts as a conduit between your reason for being as reflected in the mission, the values

representative of your culture, and the strategy you will put into place to reach your desired future station.

Let’s look at some of the characteristics of effective vision statements:

• Concise: The very best vision statements are those that grab your attention andimmediately draw you in without boring you. Simple, memorable, and concise.The simplest visions are the most powerful and compelling, like Starbucks’refrain of “2000 stores by 2000.”

• Appeals to all stakeholders: Enrolls everyone.• Consistent with mission and values: In your vision statement you are painting aword picture of the desired future state that will lead to the achievement of yourmission and ensure the two are aligned.• Verifiable. Write it in everyday language and in such a way that you will be ableto know when you have accomplished it.• Inspirational. Inspire your team to make the emotional commitment necessary toreach the future your vision lays out.

Michael Kaiser is the President of the Kennedy Center for the Performing arts in Washington, D.C. The power of vision is every bit as vital at this renowned performing arts center as it is to any manufacturing plant or high-tech lab. Mr. Kaiser explains:

I think what leaders have to do is to provide a vision for the future. And what has been remarkable to me . . . is the power of a vision. If you can present (that vision) to people, either to people inside of the organization who have been

damaged or people outside the organization who have lost faith in what the organization can do, the power is remarkable.

The well crafted vision statement moves an organization away from either/or thinking to embracing the power of “and.” It is no longer satisfying one group using certain competencies at the expense of another. The vision has to balance the interests of all groups and portray a future that will lead to wins for everyone involved. Your vision statement answers Steven Covey’s familiar question, “Are we doing theright things,” not “Are we doing things right.”