Mission Statements are often more about marketing than inspiring…which should they be?
I was sitting in the reception of a company in Kuala Lumpur, waiting for a meeting with the MD. Behind the reception desk was a large piece of glass, from waist to ceiling height and stretching the entire width of a wide reception area. On it was a very long message, probably 20 lines, 3 paragraphs, perhaps 400 words. Along the top was the simple message, “Our Mission’.
I had been introduced to the MD of this Malaysian company, by a mutual friend, but I knew they were part of a much bigger organisation. When the MD’s assistant came out to lead me through, I asked, “So an American parent organisation, right?” (I hadn’t had time to read the entire wall.)
If I had a penny for every Mission Statement I have read, I would have…quite a lot of money.
Mission Statements are sometimes long, as in the example above, or short but what they seem to have in common is that frequently they are crafted more by the marketing department than the leaders of the organisation. But even more frequently, they simply don’t exist in an organisation. Charities tend to be slightly better than companies, but…
There is much debate about what makes a good Mission Statement, but I think the definition I like most is ‘what would be significantly different about your world if you achieved your mission (or substitute the word vision if you have this defined) + broadly, the means by which you will achieve it’.
Here you will see I have included the word Vision. I’ll talk more about Vision another time.
Your Mission should be identifiable as you / yours, measurable so that everyone will know if you achieve it and audacious.
What makes a good Mission Statement?
It is perhaps easy to see what it should not do or be. It should not be clever marketing jargon. Conversely, it should be something that:
- can be understood on first reading,
- explains the arena in which the organisation is operating,
- explains the point of the organisation.
- inspires the team, stakeholders and everyone who interacts with the organisation
If it achieves these four, it is something all members of the organisation can get behind. A rallying cry, that will guide decisions, motivate and drive achievements so that the whole is pulling together.
This way everyone in and around the organisation can quickly understand hard decisions and can in turn make decisions that can be followed.
Many years ago, a reporter was visiting the site of a cathedral re-construction. He asked one stone mason what he was doing and the stone mason said “I am carefully shaping this piece of stone”. But when he asked another, the man said “I am part of a team re-building the greatest religious monument in this city”. I wonder if the construction team had published their Mission.
Not only does a clear mission help to motivate your workforce, stakeholders, donors and supporters, it is the absolute key to thinking strategically. More on this later…
Do you have a Mission Statement? Does everyone in your operation know the Mission? What about your key supply chain / partners?
Does your Mission Statement tick all the boxes? Get your copy of the Mission Checklist here…
Terry Murphy ‘Saving the Planet, one charity at a time.’