| A great deal has been written in business literature | | | | contribute to the mission. How does their job support |
| about how critical it is for a company to have a | | | | the mission of the company? The mission should be |
| mission statement. Many companies jumped on board | | | | designed so that everyone in your company becomes |
| with this idea and created a mission statement. Some | | | | excited and energized at the thought of fulfilling their |
| did it collectively with employees and stakeholders and | | | | part. |
| some simply held an executive committee meeting | | | | Values: |
| and created a mission statement for the company. | | | | The next step is to discuss company values. Values |
| Whatever the situation, I believe that most companies | | | | will help determine how the mission statement will be |
| were unable to sustain the excitement of having a | | | | supported. The company must clearly articulate what |
| vision of where they were going and a mission of why | | | | values are important in living out the company's |
| they are in business. In fact, I think there are very few | | | | purpose. |
| employees who can articulate their company's vision | | | | When values are written, employees should know |
| or mission statement. | | | | exactly what it looks like when they are living the |
| A couple of weeks ago, I received a phone call from a | | | | company values. Behavioral examples are important. |
| client asking me if I would develop a year's worth of | | | | When an organization has taken the time to outline |
| leadership trainings for their mid-level managers. During | | | | their values, then they can hold people accountable for |
| our conversations, I asked what types of topics they | | | | behaving in line with the values and people who are |
| would be interested in. I was told that their managers | | | | interviewing for a job can make a conscious decision |
| were really at a basic level. They had basically been | | | | to accept an offer based on whether or not their |
| promoted from direct line staff and given no transition | | | | values are compatible with the company's values. |
| training for the past five years! | | | | Blanchard and Stoner write, "There's a lot of power in |
| That's when I asked the big question. Does your | | | | values. I think it's because values tap into people's |
| agency have a mission statement? The person on the | | | | feelings. People cherish their values and are deeply |
| other end of the phone got really quiet and then finally | | | | emotional about them. When they act in support of |
| said, "You know, I honestly don't know." At this point I | | | | their values, they are proud of their actions. . .Values |
| knew that whether or not the company had a vision | | | | serve as the driving force behind purpose. Values |
| and mission statement didn't really matter if the | | | | supply the energy and excitement that help people |
| employees don't know what it is. | | | | remain committed when the going gets tough." |
| When you have a good vision and mission statement | | | | Vision: |
| in a company, everyone knows why the company is in | | | | A company's vision describes its direction for the |
| business and in what direction it is going. I believe one | | | | future. As Coaching for Excellence's Empowered |
| of the best books that will guide a company through | | | | Leadership teaches us, there is much more energy |
| the process is Full Steam Ahead! Unleash the Power | | | | associated with working toward what a person wants, |
| of Vision in Your Work and Your and Life by Ken | | | | as opposed to what he doesn't want so a vision |
| Blanchard Jesse Stoner. They say that "in order for | | | | statement must be expressed positively. |
| organizations to be fully powered, the leaders need to | | | | Once you have a map describing where you are |
| know how to create a compelling vision that resonates | | | | going, it's easy to know what to do next. As goals are |
| with the hopes and dreams of those in the | | | | accomplished, the next goals come into focus. |
| organization." | | | | Blanchard and Stoner enumerate eight elements of a |
| Mission Statement: | | | | compelling vision: |
| The first element of a dynamic vision is to clearly | | | | * Helps us understand what business we're really in |
| articulate what the company's purpose is. It describes | | | | * Provides guidelines that help us make daily decisions |
| why they are in business and usually translates into the | | | | * Provides a picture of the desired future that we can |
| good they are doing in the world. Coaching for | | | | actually see |
| Excellence is not in the business of leadership coaching | | | | * Is enduring |
| and staff development. We are in the business of | | | | * Is about being "great"-not expressed solely in |
| helping leaders develop skills to be more effective with | | | | numbers |
| those they supervise by placing equal value on | | | | * Touches the hearts and spirits of everyone |
| relationships with employees and the quality of the | | | | * Helps each person see how he or she can |
| product or service. | | | | contribute |
| You want your mission statement to be written from | | | | If your company wants to develop a strong vision |
| the point of view of your clientele. What benefits do | | | | statement, start today. Begin with conversations about |
| they get from the product or service you provide? | | | | why you are in business, but don't end there. Develop |
| What's in it for them? | | | | the mission, the values and vision and then keep the |
| Once you have your mission statement, everyone in | | | | excitement alive by continuously talking about it. |
| the company needs to personally figure out what they | | | | |