MaidenOfTheShieldarm wrote: |
No one is saying that is a Tolkien board. It says that that's what we were brought together by, and that's true!
Then it has no place in the Mission Statement.
MaidenOfTheShieldarm wrote: |
It doesn't say "You have to be a Tolkien fan to join"...
Then it has no place in the Mission Statement.
MaidenOfTheShieldarm wrote: |
...or "Our primary focus is Tolkien".
Then it has no place in the Mission Statement.
MaidenOfTheShieldarm wrote: |
It simply says "We like Tolkien. That's how we met."
And what has that to do with the Mission?
MaidenOfTheShieldarm wrote: |
But no one is saying that anyone has to have read, seen, liked, or even heard of Tolkien! It's not a prerequisite.
Then anything irrelevant to the Mission should be thrown out. It should be snappy and focused.
MaidenOfTheShieldarm wrote: |
It's not saying "We're special because we like Tolkien and that makes up intellectuals."
Not intellectuals, but the way I read Cerin's statement is that we are superior and wonderful for having read Tolkien, and it differentiates us from the plebs on the streets.
Sometimes purpose is confused with methods of achieving that purpose. Making a profit is a method of achieving purpose, not an end in itself. A useful analogy is to think of a company as being like a person. A person may wish to become rich. But why? In order to retire early, to fund their own political party, or to give their children a private education. There is always a reason – even if it’s just to keep score.
Other enablers that are often confused with purpose are ‘happy staff’, ‘delighted customers’, and ‘ecstatic suppliers’ (ok, so I made the last one up, but someone, somewhere will think that this is a reasonable thing to put in a mission statement). There is no doubt that having these enablers in play will make achieving your goals easier.
But they by themselves are seldom the reason why an organization does what it does, although they may be the reason why it does what it does in a particular way. These enablers are based on belief systems. If you believe that it’s not possible to gain market share without delighting customers, then delighting customers will be extremely important to you. But remember that this is the means, not the end.
The ‘something for everybody’ shopping list
Organizations are increasingly concerned that they appear to be politically correct. The desire not to offend anybody leads to mission statements that inspire nobody. How many organizations offer up a shopping list of a mission that include everybody but speak for no one? Like this ‘we wish to inspire customers, generate outstanding returns for shareholders, value our employees, act ethically with other companies, blah blah blah.’ These statements try to put something in for every stakeholder, but provide no real purpose for any of them to believe in.
A real purpose will alienate some people. Take one of Nike’s most famous missions – ‘Crush Reebok'. Clear. Concise. Unmistakeably aggressive. And no doubt it made some people uncomfortable. But it worked. And everyone in Nike, from product design team to sales team, was focused on that goal.
Any of the organizations that use identikit ‘throw in something for every stakeholder’ mission statements could as easily state that they believe their mission is ‘We want everyone to like us’. And that’s nice. But as for an individual, whilst being liked might make it easier to get where you want to go, you still need to decide what that destination is.
We’ll make a great mission statement and everyone will be so inspired it will become true
Great mission statements are inspiring, but not if they have no basis in fact.
A mission statement that peddles slogans that have nothing to do with reality makes doing business harder not easier. If your organization says it’s in business to ‘delight customers’ and allocates no budget for customer service it does not fool the customers. Worse, it creates cynicism and disgruntlement, which you then have to work much harder to overcome. Rightly so – you ‘say’ customers are important, but don’t act on that statement. Therefore why should customers have any faith in your organization at all?
Employees are not fooled either. They can tell the difference between fiction and fact. They will laugh at you if you persist in making mission statements that no one can or will act on. More importantly, the talented ones will leave.
You could argue that Britain’s mission statement in WWII was ‘We shall never surrender’ – clear, believable and inspiring. No one had any doubt that Winston Churchill would personally go down fighting. Even the slightest hint that he was negotiating a nice exit payment for himself – just in case – would have rendered this mission statement laughable.