SUMMARY
Een mission statement legt de fundamentele
criteria vast op grond waarvan je bepaalt tegen welke muur je de
ladder zet.
Stephen R. Covey
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 MISSION
AT WORK®
A field guide for creating an inspiring corporate mission and
vision statement
Mission at Work® is a practical field guide, an instrument for creating
a pithy mission statement (the mission) or in short "the raison d'être"
of an organization. The mission refers to the unique contribution of an
organization. It brings focus and direction about in the thought and actions
of every employee. It promotes energetic unity, stimulates a group-feeling
and provides a greater sense of community. A powerful mission is a compass,
which helps an organization or a division to make lucid, conscious choices.
This leads to more efficiency in all activities and by doing so it brings
about a cost-reduction.
Structure
Mission at Work® is a workbook, a do-it-yourself book. The power
of it is the simplicity of the structure. Each chapter consists of a
few paragraphs. Each paragraph contains three elements: a framework
with a quote, an introductory text and section with questions. One does
not require to have followed an earlier course in order to understand
the contents of the workbook and to be able to answer the questions.
The answers to the questions in the workbook lead almost effortless
to the mission of the organization. The kernel of the workbook exists
of five themes, which together form a complete whole. These five subjects
give meaning to five essential questions:
| 1. |
The mission statement |
> |
What is the strategic importance
of a mission? |
| 2. |
The power of our organization |
> |
Who are we? What is our
strength? |
| 3. |
The mission of our organization |
> |
Which unique contribution
do we provide? |
| 4. |
The vision of our organization |
> |
What ambitions do we have? |
| 5. |
Eight action-steps |
> |
Which steps do we take? |
Importance mission statement
The first chapter explains the strategic importance of a corporate mission
statement. Then a definition of role and function follows. An adequate
mission is the motor of an inspired organization. This mission is primarily
focussed on long-term goals and has nothing to do with short-term thinking,
fast financial profit or management hypes. The power only liberates itself
if a few conditions are fulfilled. The organization can only “live”
his mission on the condition that it is authentic and has sufficient basis
in all echelons. This means that the mission is recognized, acknowledged
and practised by all employees.
Who are we?
Chapter two gives an answer to the question: "Who are we as an
organization and what is our strength?" Without self-knowledge
it is almost impossible to create an effective mission. Understanding
of the identity of who we are as an organization, provides us the basis
to focus on - and gives us a sense of direction in our thoughts and
actions. Sources of energy of an organization are among other things:
the philosophy, the core qualities, the culture of the organization.
Besides the sources of power which have a positive effect on the thoughts
and actions of every employee one must not ignore the drawbacks of restrictive
and obstructing behaviour. For instance fixed attitudes, prejudices
and conservative ideas. These are important obstacles to realise the
mission of an organisation. As a result of the questions asked in this
chapter one can distillate - besides self-knowledge - some basic elements
for creating the mission statement.
Unique contribution
The questions in chapter three are focussed on the development of the
mission. In other words "Which unique contribution do we offer
society? This is the central chapter in Mission at Work®. An adequate
mission is brief, not longer than a sentence and is the meaning/sense
of the organization. This sentence exists of three components: a core
value, action verbs and targetgroup(s).
The essence of an organization is reducible to a central core value
or a lasting guiding principal. The mission is in fact a summary of
what the organization stands for (guiding principle) and what the organization
aims for (process).
Besides above-mentioned, an organization' s thoughts and actions will
be directed by a limited number of values (not more than three or four).
It is essential to make these values explicit. Not only internal, in
the consciousness of all employees, but also external for clients, suppliers
et cetera.
Vision
When we know our identity and our unique mission (the compass with what
we determine our course), the next step to take is to form our mission
in reality. This form is based on ideals. This is called the vision
of the organization. To put it differently, it is a brief lucid description
of our ambitions. Completed pictures of all the aspects of the organization,
as if it is already reality. These images are being realized by visualising.
By way of a few simple exercises the organization's vision is being
formed. For instance we create a short, vivid specification of the organization's
goals, markets, products/services, employees, customers, suppliers,
finances, working-environment.
Action-steps
If we know where our organization stands at the moment, if we know the
direction where we are heading and if we have the images of our ideal
organization branded in our heart, then spontaneously a potential difference
occurs in our way of thinking. With other words, our mind is stimulated
to create the desired situation. This process is called the crossing
of the creative tension-zone. It is the energy that is needed to realise
the mission and the vision of the organization. Without action all of
this remains a beautiful promise, a potential. This chapter in Mission
at Work® guides us in eight steps through the creative tension-zone;
a thorough preparation to convert our energy into direct action. With
this the creation-process of the mission and the vision of the organization
is completed.
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