Category Archives: Mission and Goals

Trusted lies and the meaning of money

Recent reporting in the US indicates that we have accepted, as a culture, a “new normal” of half-truths and blatant disregard for facts.  Seriously?  Yes, unfortunately, this is no lie.  I wish I were kidding.  Apparently, some will consider this is a virtue, a victory over the rule of law, reason, and unadulterated honest dealings. It isn’t.

Repeated lying, especially the “rinse, wash and reTweet” kind, eventually has its comeuppance.  Drawing back the curtain of truth to reveal a squishy, truthy, ambiguous and slightly “magical” land, a universe where you can tell anyone that facts are for people too weak to imagine being a stronger, more confident leader?  This has gone too far.  The “Emperor’s New Clothes” may fit to a tee, but that’s still the ugliest suit I have ever seen!

But how do you reckon with “charming” liars who tell you what you want to hear, even (especially) if it doesn’t happen to be true? Humans are believed to have a predisposition to “situational” lying. The situation did it to me, make me do it, thus I cannot be held accountable.  Who makes up this stuff?  Apparently, some of us do, on a regular basis.

Being one’s word has to be more than how we feel in the moment.  Sure, we all have occasional lapses, but true strength comes from having the integrity to clean up a misdirection before it turns into a mess.

Speaking of messes, there is tremendous social pressure to “believe” what others tell you, if you wish to be accepted.  The need to belong or “affiliate” sometimes overrides the more rational and ethical part of the brain.  It is a powerful opiate.  This may be explain why there are those who buy into wild conspiracy theories that the rest of us know are not true, or at least such shared beliefs are so implausible (take QAnon for example) that there’s little reason to even check sources. Or how about whether or not Coronavirus was invented in a lab?  I guess you’d have to ask the lab managers.

We say an idea is a conspiracy theory when we want to completely discount it and to discredit its speaker.  People on both sides of the current US political polarization fall prey to a long list of bat-shit-crazy views, mostly a form of “group think” that is reckless, dangerous and often just sad.

Do we need to start a massive re-education program on critical thinking, the rule of law, and how science and other evidence-based practices can help quell the disinformation channel?  Unfortunately, no such luck.  It wouldn’t help because there are unexpected benefits of buying into conspiracy theories that seem to outweigh the risk of reputation loss or to being seen as mentally disturbed.  Those who entertain and ultimately buy into such theories are now part of our culture, too, pushing rights to free speech to a place that has only recently begun self-correcting.

Further, the tone of discourse on this topic tends to be highly combative, no doubt out of righteous anger and frustration with those who follow those pesky little things called facts, or those (some would say) that think for themselves, not as the media wants them to think.  That seems to include both those who lack imagination — and need to assume things are not as they appear — as well as those who apparently have too much of it.

“Coming together is a beginning.
Keeping together is progress.
Working together [skillfully] is success.”
                                               – Henry Ford

For my part, I can no longer gaze upon this world gone mad, where science is just an “alternative” set of facts to the “truth” that others see, and expect it to end well.  Even during times of crisis, observing more than one set of facts with dispassion is like some rubber-necking motorist witnessing a slow-motion train wreck.  The moral detritus is piling up, and the highways and byways of truth are clogged, choking and sputtering on the accumulating BS, even as the economy (once called the “global casino” by Fritjof Capra, now the title of a titular book on human-caused environmental issues), immune to what people think, has begun to find its “true calling” or higher purpose in several opportunities that deserve our full and unequivocal support. Money doesn’t care.  So we have to.

Since this column is about business, I’ll now navigate away from politics to discuss the more important realm of money and meaning, supposedly the reason many of us choose to work in the first place.  The political overlay is about context and how we treat each other.

Money & Meaning — what’s the cost/benefit of making a buck?

The purpose of money is not merely to perpetuate itself to make more of it.  To many of us, making money is, by itself, devoid of meaning, so we must ascribe to it that which we find meaningful.  We make it up.  What has meaning for you?  What matters most?  Second most?  I often suggest that any journey include at least three ways of measuring success.  This will usually (if done right) reflect cherished values and principles.

If our values allow us to pursue wealth and luxury for its own sake, just to have wealth, or to be wealthy, no matter the means, then that outdated view of capitalism explains the unruly game that gets played in many circles.  But what of human relations?  Do we wish to stay inside this circle and only trade with those who will uphold a money-focused “ethics free zone,” or would we prefer to find richness, beauty and fulfillment in a wider circle, one that which includes those that may sharply differ from our own worldviews, but are nonetheless interested in mutual respect, dignity, and wholesomeness?

I guess the question reveals my bias … yes, there is a right answer, but maybe it is not so simple.

Now I’d like to use the current US “political theater” to highlight a few salient points.  The clogging arteries of “truth and justice” do not end well for anybody, so we are starting to see an expose’ on “the game,” from both a linguistic and humanistic perspective.  I’ll add my two cents to the mounting literature, some of it pleading, occasionally moralizing (if there is a choice of taking the “higher road” to a flourishing life, wouldn’t you take it?), because in my view, we simply cannot continue like this, socially distant, for now, but worlds apart.  Enough is enough.

Is changing one’s mind a sign of strength or weakness?  Yes.  I mean, No.

A huge insult in politics is to call someone a “flip-flopper” and yet changing positions (based more on new information, or dawning awareness, not just political convenience) has become part and parcel of rewriting history, an attempt to “reframe” reality, to bend it, as some sort of a revisionist’s dream, stating and restating the world as we wished it were.  As if the current position is the only one that matters and nothing that has come before matters?  Admittedly, the American public has a short memory span, made even shorter by Twitter and other top-of-the-trees reports and voices that would like to matter.  But to neglect recent history in favor of the one preferred by a determined group is just another deception that must be rejected.

Remember the saying, “If we knew better, we’d do better?”  Guess what?  We know better.

I once had a mediation gig in Kuwait.  It was a very entrenched dispute that had gone completely off the rails.  Every day, for nearly 3 weeks, the parties agreed to put their differences aside and declared a new day.  This was inefficient, at best (although at that point it was the all they could do to show a willingness to restart talks without losing face).  Later we did manage to talk about the past and learn from it, and go on to finish the project, but even with strained relations, business leaders must reject the tendency to cast aside all prior results and plans in favor of a “new day.”  The enterprise’s history and team’s core values must inform decisions starting today.  What’s the hype versus what’s the hope for a shared future?  That’s a conversation worth having!

Lying certainly can have an upside (some claim that such manipulation is good for your career), buffer our relationships, provide excuses for someone to temporarily feel safe with their own truth. We often lie to ourselves, and who hasn’t tried to get away with a so-called white lie here and there? That doesn’t necessarily make you a liar or a bad person. Not knowing how people lie and twist the truth could set you up for being blinded when someone else does it, but that isn’t an endorsement of crime as a way to catch criminals either.  Learn how to handle your own fluctuating emotions and need for ego gratification without taking others prisoner. This is what responsible adults do.

Energy Conservation Starts at Home

The corporate mindset of the media made a big deal about Bill Clinton’s affair(s) because they could.  We see this ‘smear job’ (tongue in cheek) of attack-and-defend tying up a huge amount of energy in the political sandbox — nothing more than drama born of win-lose thinking — energy that could instead be used for getting on with the real work of improving the sandbox.

What is presently just a distraction begging for you to take the bait (yet again), the monkey chatter in the leaves of the tree (Twitter still has a lot of it, as does all social media, even if they’re recently growing something akin to a backbone) versus the more important question, “what about the trunk?” What do we wish to grow?  How will we grow?

The Wizard of Oz invited us to not be distracted by the man behind the curtain.  Why do such illusions often seem so real, and why do we keep falling into the trap of getting hooked by the drama of opposition or of adversarial alliances?  It is one of the oldest distraction techniques on earth.  Sun Tzu‘s “Art of War” was published before any of us were even born, and yet it continues to play on our humanity, our vulnerability, our darker tendencies?  Its called shadow.  We all have one.

How to rise out of that conundrum and into the light?  Be sure not to get caught up in fear.  The antidote to fear, a similar experience in the body, is excitement and audacious assertiveness (“a willingness to take surprisingly bold risks”), but doing so skillfully and respectfully. Why?  Because we can’t easily minimize or eliminate fear, thus better to maximize our audacity … with integrity, honesty, and skillful presentation to the right people, asking until … [we reach our goals], acting as if we have nothing to lose (because we don’t, in that context), building confidence in our better offer, building character, and honing our core selves.

Even if democracy takes a serious body slam among the way, at least we’ll be better humans, worn smoother around the edges by the friction caused by our respectful audaciousness.

I’m writing all this in hopes of ensuring that this situation, longer-term, doesn’t drift into an unrecoverable lose-lose dynamic for all us stakeholders.  Short of believing in miracles, we seem to be heading down the road of fewer options than normal.  A 2-party system is becoming a no-party system. Narrowing our choices because we’re uninterested in booting and using the part of the brain that involves reason, reflection, or funny little things called facts must not become our de facto plan.  That’s worse than having no plan.

3M’s — Manipulation, Misleading, and Masquerading

A recent transaction with someone in West Africa supported the value of American politics admitting that they liked the “all action, no talk” approach.  That is hardly what we want to teach others, and behavior role models are what we Americans (and others in the developed world) offer, by silent default, unless refuted, or cast out.  I cannot condone such mindless and corrupt reasoning, so let’s talk about these three M’s and then define the higher road.

M1:  Manipulation:  “I know you are but what am I?” is the childish ploy of turning the table on the schoolyard, employed regularly by master manipulators.  Point-by-point comebacks that set the record straight are rare but necessary.  This is the art of war and getting one’s message across.  “Crooked Hillary” and Lying Ted Cruz are examples of manipulation in the last election that became memes (spread on their own) cannot displace facts to the contrary.

M2: Misleading information about elections being hacked or corrupt just don’t line up with the facts.  Spreading an effective lie (so that it travels well enough to “infect” millions of others, as thought-viruses often do) is still lying.  Our ability to survive and thrive as a nation depends on regaining our sense of what is real.  It may take a long time to get over this past “race to the bottom” with so-called fake news, hyper-partisanship, and polarized “enemy stance” … mutually assured destruction, but it must be carried in the minds and hearts of every American, even as the “tribal warfare” unfolds.  Things have gotten far too bad and it is far too late for cynicism.

The US has been in the de facto leader on many fronts (though lagging behind in some areas, such as protecting the environment) for decades.  More recently, we began “exporting” an unfortunate byproduct of our bipartisan politics:  the belief that action is more important than truth.  That if you act strong and appear to be decisive (even if resultant policy decisions are entirely wrong-headed) somehow that is more important than the nuance and care required to live according to one’s principles?

If greed is all that matters, and the end justifies the means, then take everything, leave nothing but a trail of betrayal and scorched earth, and be sure to never apologize, admit one’s mistakes, or learn anything.  That sort of self-reflection is for the weak.  What kind of leadership is this, exactly?

M3:  Masquerading:  Instead of masquerading for effect, or playing the role seemingly required of us by party, church, the boss, spouses, etc., how about if we show up as our authentic selves?  I know this sounds simplistic, even somewhat outrageous to suggest, but as written above, and in a business plan recently, “Audacity has to outpace fear.”

Stand up, Put people in their place, Set boundaries

The race to the bottom has finally arrived.  We made it!  So now what?  Instead of planning another attack on democracy, or on each other, what we can and must do is uphold our respective areas of mutual respect, set the tone, but don’t be “nice” about it, be real.

The meek may yet inherit the earth, but will they want it?  And would they have the nerve to step up to the podium and accept it?

Thanks for listening/reading.  Respectful rebuttals are encouraged.

Daniel

Recognizing Talent – key traits for hiring and promoting

“It’s not about whether candidates have the right skills, it’s [more] about whether they have the potential to learn new ones.”    – Claudio Fernández-Aráoz

To recruit, promote and keep talent, it turns out that adaptability, capacity to learn, and constructive use of imagination are more important than knowledge.  Einstein was right.  But the master skill of “learning how to learn” can be the ultimate win-win for both workers (whether employees or contractors) and companies.

We use a classic 2014 HBR article as a guidepost for successful team member recruitment:  hbr.org/2014/06/21st-century-talent-spotting. The following traits, capabilities or aptitudes are more important than any particular domain expertise or skill.  These are the true indicators of talent, and the characteristics we look for in recruiting and recognizing our team members:

  1. Curiosity – a penchant for seeking out new experiences, knowledge, and candid feedback [from and for others], as well as an openness to learning and change.
  2. Insight – the ability to gather and make sense of information that suggests new possibilities.
  3. Engagement – a knack for using emotion and logic to communicate a persuasive vision and connect with people
  4. Determination – the wherewithal to fight for difficult goals despite challenges and to bounce back from adversity.

Can these four traits be honed and developed or are they more innate?  One key is knowing your learning style and ability to learn and apply learning in the heat of the moment, in cooperation with others (interpersonally as well as between groups or companies) and over time.  In that sense, these four traits become core competencies and skills unto themselves, a useful indicator of future success.

The point is that experience can be overrated.  Increasingly, the past just does not equal the future.  Agility is more important than history.  Certainly the interpersonal behaviors that are the so-called “soft” skills, such as the ones that enable us to flex and flow with what is happening in the moment, and serve as cooperative “team player” are required nowadays.  The ability to move harmoniously with others, however, is just not enough.  Key is to remain focused on True North and not get hooked or distracted when encountering obstacles, setbacks, unskillful actions by others, seeming conflict, adversity or if the world just seems to be “falling down around us”.

At times like these, and in efforts to collaborate well with others who just can’t seem to take responsibility for the whole, there can be even more learning, born of fresh insights gained from apparent differences, non-constructive attitudes, resistance or roadblocks. We humans are not immune to a certain type of myopia, born of experience, where the past experience is precluding the imagination needed to come up with an innovative solution.  Why?  Because it is easier to learn than to unlearn.

To envision something new, step one is to put aside the picture of what’s already known. But if someone else brings you a new idea that is radically different than what had been planned, what do you do?  Listen for awhile then offer a “Yes, but [that’s not what we’re doing here]” push-back as a form of resistance to being thrown off track?  Flowing at times also means self-correcting to regain focus at the right moments, or tying in seemingly disparate elements, or handling concerns and objectives without trying to ruin the idea itself.  Otherwise, if you only go with the flow, you could end up drifting into a “pleasant distraction” that just wastes precious time.  Allowing time for tangents is healthy, but how much is enough?

And how do you know the difference between imaginative, divergent thinking, headed toward value, and just getting off track?  Most organizations have either a vision and mission plus a well- established set of core, governing values, or specific goals, critical success factors or strategic imperatives that can be referenced as True North.  These serve as a tie-breaker when each party is being heard.  The sense that others are listening to our ideas, even if they’re not yet convinced of the merit or utility of those ideas, keeps the perceived level of conflict low enough that cooperation is still possible.

If that’s not the case for you or your workplace, take time out to establish such guideposts and you’ll avoid having to figure out later why too many of the so-called “good ideas” end up becoming tangential time-wasters.  Are you talking with or at one another?

Everybody has off days, so this isn’t about being perfect. If you react with resistance or get hooked by an idea that does not seem to have merit, do not lose momentum by letting that ruin the future value that such a moment contains.  Get unhooked, get back on the horse, and keep riding toward True North.  Blessed are the resilient as they shall inherit the earth.  Or something like that.

Are these four talent indicators enough?

They’re a good start, but in practice they are very hard to assess.  There is not a lot of psychological research to provide easy tests, like the classic 4-year-old’s one cookie now versus two cookies in 10 minutes, so on-the-job experience and performance reviews are where the truth is told.  In other words, measure results over time and find out.  Cultures vary, as do systems of rewards, with some committed to getting results “at any cost,” while for others the rules of engagement and principles come first, and not getting the desired results is fine if a sincere effort is in evidence.

Sometimes a highly valued trait (appreciation of flow and harmony, for example) can become a liability, as differences get swept under the table, and if left there, eventually become undiscussable.  A strength becomes a liability, or at least a lost opportunity, if it gets overused, thus the notion of “playing to someone’s strengths” is only useful in theory.  For example, capturing a vision with both emotion and logic but failing to communicate that vision effectively, to make it a shared vision, is the notorious downside of visionary leaders that don’t have their feet on the ground.  Visioning may be a strength, prized and rewarded at times, but execution must accompany that strength, through the ability to connect with others, by leveraging the talents of others, as the full expression of the business trait.

Leaders that stop short of gaining widespread acceptance of a company-wide vision will often get frustrated when things go sideways.  If they put harmony ahead of results, and do not go the distance to involve those who don’t easily share in the vision, at first, it can backfire, as underground competition, or “skunkworks” can get sparked up that drains resources unproductively.

In practice, there’s much more to successful hiring and development than the above four traits, of course, but you can get pretty far with building a culture that embraces and uses them as part of training and advancement criteria.

In addition, an alignment of mission or purpose and core values, mentioned above, is also essential, because you just can’t mandate caring. You cannot demand passion or perseverance.  External rewards won’t do it.  Motivation has to come primarily from within, based on a sense of contribution, shared priorities, or common principles. You or others might employ good parts of both emotion and logic to communicate a persuasive vision, but people will “walk into” that vision and make it shared (or not) in their own way, on their own authority.  If they don’t support it, at best you can ask them to do some work to find a way to make it supportable.

Why?  Not every vision reflects an alignment of values with the individual’s own sense of prioritie.s  Values are not something you chose.  They’re endemic.  They pick you.  Principles like honesty and integrity, or a vision of the future (say, climate change mitigation) makes some topics or industries almost sacred while others are completely uninteresting or even offensive. That’s the power of values.  They must be aligned to an adequate extent, especially among senior managers, or there will be a falling out, eventually.

Other competencies include leadership, self-management, business skills like strategic orientation, awareness of how markets work, collaboration skills (see #3, above), developing others, communication of course, and change management, which is effectively the purpose of 1-4, the capacity to transform and align around a new goal or strategic directions.

How to manage complexities that seem insurmountable

It might not be possible to interview talent with a knack for finding the simple path through the often-convoluted landlines of most business dealings.  But those that can simplify, aggregate, look for patterns, discover the keys, the core, the maker/breakers often also possess the business skills that can be beneficially applied as a leader of their own work or in leading others. These four traits underpin the personalities that have the best odds of success.  Interview questions we often use to discover such talent, also key points for effective collaborators:

  • How do you react when someone challenges you?
  • How do you invite input from others on your team?
  • What do you do to broaden your thinking, experience, or personal development?
  • How do you foster learning in your own day, your team, your organization?
  • What steps do you take to seek out to explore the unknown, to discover something novel?

We ask for examples and specific situations that capture the essence of inspiration, motivation, insight, engagement, and determination. Your conversations with managers, colleagues, and direct reports who know the person well should be just as detailed.

Imagine a Future Worth Having

“Without vision, the people will perish.”
– Book of Proverbs

“Problem solving becomes the busywork of organizations in which people have forgotten their purpose and vision.”
–
Peter Senge, author of The Fifth Discipline

What is vision?

room-for-commentsVision describes and makes explicit a desired future. Vision is a tool to help foster an environment of shared meaning where the future scenario is revealed and defined so that everyone can take an active part in leading toward it. Effective vision highlights the creative tension between current reality and what is possible and preferable as the coming years.

Unlike a mission statement, vision is more about “what” – what’s possible and would be worth manifesting? Mission statements tend to address the “why” aspect – “Why are we in business? Why do we exist?” Organizations and individuals often implement both mission and vision, then ask “What do we want?” (goals), “How will get there?” (strategy) and “What factors are critical to our success?” (critical success factors, guiding values and principles, key metrics or measures, indicators or strategic imperatives).

Who participates? What is shared vision?

vision in contextExecutive management benefits from inviting collaboration in order to define “shared vision” on behalf of the entire Company. Depending on the size of the Company and current situation, the company’s founder(s) or executive leadership may also proscribe a vision for the other stakeholders.

But when a company’s culture is built on the sense that “we’re all in this together” and diversity and individuals truly matter, better results come from including and involving key stakeholders in the vision-making process. This ensures a more robust, truly shared vision as well as a sincere commitment to using it.

Risks and Benefits

Unlike a goal, vision is not necessarily bound by time. At first, this may lead to “anything goes” thinking, in absurd contrast with present reality. The risk is that a vision may seem impractically far reaching, even grandiose.

Ideally, a vision is reasonably long term, compelling to some degree (perhaps even exciting), and the team feels capable of manifesting it. When vision seems achievable, even though it may represent a “healthy stretch” toward a desired future state, it helps uplift and inform closer-at-hand goals while inspiring and aligning teamwork.

Vision-making work can serve the leaders and other stakeholders of the company in carrying out their leadership role, unifying your efforts and building common ground and loyalty among employees.

The results of all vision-making activities would be captured in one or more vision statements and used to guide decision making as well as assist with new employee orientation, recruitment, and possibly aspects of public relations. Similar to goals, vision helps guide local actions and choices.

Vision statements can be either internal or external or both. Most often they are created for the company’s management and staff to gain shared meaning. A separate or related statement can be prepared for the general public, suppliers, customers, etc.

Unintentionally, effective vision often reveals training gaps or other areas that are more intimidating than motivating. In this sense, vision-making work can clarify long-standing issues, suggest needed changes, or serve as a catalyst for gaining new capabilities or setting new, developmental goals.

How can Daniel Robin & Associates help?

Team_InnovationWe have led countless visioning sessions with businesses, not-for-profit organizations, government agencies and educational institutions. We initially consult with the principals, assist with preparation, then facilitate one or more group sessions aimed at developing a clear and compelling vision with the designated stakeholders. Senior staff would employ a combination of group facilitation, discussion, and brief presentation (to introduce tools and techniques) in support of this vision-making effort.

Roughly 98% of the talking and 100% of the vision’s content would come from the participants. A facilitator would capture the differences and similarities, help with any stuck points, and guide the group toward crafting, validating and owning a clear and compelling vision statement.

Style of Facilitation

The group facilitation would provide an interactive forum to explore ideas, gain from other people’s perspective, and build toward consensus. To the extent possible, facilitation will directly reflect practical, real work situations, acknowledging current conditions while eliciting ideas for desired future scenarios.

We use a lighthearted, crisp and respectful style to help stakeholders imagine and convey their hopes and aspirations for the future, with a slight bias toward practicality, ensuring that the resulting vision is immediately applicable. The facilitator’s style and demeanor helps all participants feel safe enough to take risks with open and honest communication, putting aside concerns about conformism or idealism, and supporting a positive, creative, and optimistic view of the future.

Getting Started

There is no “one size fits all” approach to developing shared vision, but certainly there are success principles and best practices. The number of participants, preparation steps, time you spend together, process steps, resulting vision statement (or other key outcomes), as well as how it all translates back to daily operations is entirely up to you.  These choices depend on the real goal or purpose.

An effective way to begin a vision process is to conduct individual interviews with a set of stakeholders roughly 2-4 weeks before a planned visioning session. These candid conversations help surface themes and issues that would influence the group’s vision work. Interviews are particularly important when key stakeholders have been unable to effectively communicate long-standing issues in the due course of work. Interviews typically last 15-20 minutes per individual, and a neutral third party could be asked to summarizing and deliver findings to the principals for discussion.

To prepare participants for a visioning session, develop a set of powerful questions that will be used to guide participants. Send out an invitation a week in advance that clarifies intentions and sets groundrules, putting forward the session agenda, questions that will be used, and plans for follow-up. It is important that administrative details get handled well in advance so participants can focus on the important work of constructing the desired future.

Vision, Mission and Values

Management Tools for Building a Better Workplace

By Daniel Robin

Vision and mission-making work can serve you in carrying out your leadership role, unifying your efforts and building alignment and loyalty among employees. However, far more important than having mission and vision statements is having a clear mission and vision! The map is not the territory. This article offers tips for how to gain clarity of mission and vision.

In practice, the actual work of creating vision, mission or values statements in an established organization (not for an individual, or a startup in planning stages, but for an operating company) can take a bit of time and energy.  It isn’t something you just write in a vacuum and declare it as complete and ready for everyone to use.  Including others in the process, knowing how to ask for input, being open to throwing out drafts and starting over, … will pay dividends in the long-run.

Once established, such statements serve all stakeholders as “True North” for understanding the culture, in decision-making, prioritizing and setting goals.  This eliminates wasted effort and saves tremendous time in the long-run.

To do it right, you might have to put aside other work temporarily to free up the necessary resources, and focus those resources to build shared meaning.

The benefits of clear vision and mission statements will be realized if they

  • speak to the organization’s present condition (including a “healthy stretch” toward a desired future),
  • are written clearly in plain English, and
  • are accompanied by grounded action that brings the intentions to life, and makes the work as the statements are put to use.

Making a statement memorable and inspiring is optional, but a helpful intention. If these conditions are being met, then you can go forward with communicating this important information to everyone in the organization and, if appropriate, the outside world. Such written statements can be used to develop a clearer position in the marketplace, for strategic planning, and to quickly qualify job candidates and orient new-hires. If the statements are implemented as a tool for dialogue and feedback, the content need not be presented as the definitive “final word” but rather a (perpetual) working draft.

Often a source of confusion, in case you’re curious about the differences between Vision, Mission and Objectives, they are outlined below:

VISION — What business are we in? What’s possible for the future? What do we want to become?

Vision defines a desired future and helps guide all who accept and understand it. Shared vision is the 3rd discipline in Peter Senge’s classic, The Fifth Discipline, and can be a tool for building a sense of commitment by “developing shared images of the future we seek to create.”

Another excellent book and resource to visioning and mission-making is the latest book by Stephen Covey, The 8th Habit: From Effectiveness to Greatness.

This brings up an important question: whose vision is it? A CEO’s personal vision can automatically become “shared vision” in a workplace — temporarily, due to positional power — but for it to have lasting power, that vision must be made explicit (written down), with skillful discussion among the organization’s key players.

In other words, the CEO’s ideas are key to unlocking the organization’s potential; however, by involving more stakeholders, that potential will be deepened, and carried out based on personal commitment. Without a clear vision in writing, stakeholders operate more on assumption than on fact, and buy-in will be limited.

Unlike goals, but similar to a mission, vision has no deadline — no “by when.” It can be as precise as the response to the question “Where are we heading this year?” or as lofty as “If we could develop exactly the kind of company we wanted, what would it be like?”

See more about visioning and how Daniel Robin & Associates can help.

MISSION — Why does this matter? Working with Purpose and Meaning

An organization’s mission or purpose is the answer to the question “why?” Different questions will illicit different facets or flavors of mission. For example

Why are we doing this? Brings out purpose, motives, and intention.

What’s vitally important about our work? Begins to identify the values and interests that drive the organization.

With what aspects of this work do I most identify? Is there a cause or purpose — the bigger picture — beyond the work itself?

In a way, a “mission” is the motivational aspect of vision: it defines and clarifies “why does the vision matter?” and implies a set of governing values or principles. Some organizations prefer to define their “core values” explicitly, and lately we’ve seen clients focus on a Code of Ethics to make operational … either way, mission and values both define what is important to the individual, department or enterprise.

Much of what motivates and inspires people to make meaning and take action is contained in this “why” aspect. A mission statement is usually meant to define internal motivation — it’s meant to align and engage the agents or actors in the organization — rather than helping define an orientation to outside customers. The customer-centered or marketplace equivalent to a mission statement is usually contained in materials designed to promote the brand’s purpose or corporate image as part of a reason for doing business, for public relations purposes or to attract employees or investors. That’s an external message (still often called “mission” by the PR dept.) defined in terms of the target market or the competition. This type of statement will not be useful for aligning workplace structures, systems, processes and cultures. It is more like an advertisement, and can be effective when it represents an operational reality, communicates honest values, and helps the audience make meaning.

A mission or purpose statement defines why it all matters to employees, contractors, partners, and management — the internal “customers.”

As a mission reflects human motivation, hopefully it helps people feel good, maybe even to feel inspired, about it. It must be kept current and alive; check to see if your mission, once defined and in writing, still holds true 6 – 12 months later. Missions will change as priorities and business conditions change, after mergers or acquisitions, or other significant transitions.

Questions to ask that will get at mission and purpose:

  • Why are we doing this?
  • Why does this work [our work] matter?
  • What’s most important about this work?
  • What will it do for us to fulfill our vision or strategic priorities? Why do our goals matter?
  • What is our unique role? How do we “make a difference”? For whom? How will we benefit? Who else benefits?

Contact us for a stepwise process for clarifying mission and purpose, or to discuss your situation.

VALUES, Principles & Beliefs

Everyone and every organization has values. The question is (a) are they clear (known to you and to other key stakeholders), and if so, (b) are you living according to them? Celebrate where your values and your actions are in alignment and look for areas where you value one thing but regularly do another. What are biggest gaps? What could you do to begin to close those gaps?

Often people end up in roles that do not reflect their values, or working for a company or boss that conflicts with their values. First comes clarifying why there’s a mismatch, then rational and appropriate action can be taken to improve the situation. Values are so intrinsic, ingrained and invisible (until they are surfaced) that we experience all the downstream effects without knowing the true cause. This tension and confusion can make intelligent actions, let alone informed decisions, nearly impossible.

Our coaching clients use a handy tool that helps make surfacing and using one’s values easier and more rewarding. The big question you can ask yourself about your values: “Which of these values am I living today and where are the biggest gaps?” Contact us for more information on how to clarify personal/professional values and roles.

As mentioned previously, it is often useful to define governing, core values, principles, or beliefs for the organization. What’s the difference?

Core Values underpin the organization’s purpose and mission. Values might be reflected in words like teamwork, contribution, excitement, communication, quality …. Once a list feels complete, go back and write a sentence that defines what each value means to you or to the organization.

Principles such as being “in service” to each other like internal customers (value: respect), win-win (value: success), or shared power (value: inclusion) … have been central to successful corporate cultures. Principles are more operational, more dynamic, and are more how the world works, rather than how the world is, or how you wish it to be. Again, once listed, be sure to define what they mean to you or to the organization.

Beliefs are things that your or the organization pre-supposes, assumptions about what is true. This is often linked in with a corporate philosophy, vision of the future or ideology. They usually begin with “We believe …” and capture some ethical or moral principle, inseparable from culture and values.

Where to Start … Possible Next Steps

The first step is to get a rough idea of where you are now, and then begin to develop the vision of where you want to go. An effort to clarify your mission may also be necessary, and is optional if you don’t need it for the outside world and if employees are clearly motivated, focused on priorities, and conflicts are minimal. This depends on your culture and the size of your organization. A common mistake is to establish goals and objectives without first defining the “container” — the vision, mission, and values that underpin that mission must be evident.

Goals and objectives are essential (“If you don’t know where you are going, you could wind up anywhere!”), but vision, values, role definitions, and systems of tracking results all serve as the “container” for effective growth and development, and must be first put in place.

ROLES & GOALS

Many organizations do not have clearly defined roles for key employees. Those roles must be mutually understood “agreements” between management and the employees. Some employees may play multiple roles (for example, project leader and administrative assistant). It is often helpful to define sets of goals in terms of each role that an employee plays.

Roles that are key to carrying out the vision and mission. Who does what? What are the key responsibility areas?

MONITORING SUCCESS

Companies with complex operations may want to use Key Performance Indicators (KPI) or systems like Balanced Scorecard to continuously track and monitor results, systematically comparing what was planned through goal-setting to the unfolding reality of actual results. This is key to accelerated learning.

A handy shortcut for smaller business owners is to think in terms of measuring one’s success. What are (at least) three ways you’ll measure your success? This applies to the founder and can also be used to build a “success culture.” Multiple “how you will know” measures assures at least some attention to the quality of life, not just the money aspect. What good is all the money if you are miserable? And the opposite is also true: “Business without finance is a nuisance.”

Mission making or remaking can provide a useful inclusion process that brings forward what is essential, increases focus on desired results, or addresses a motivation, morale (emotional engagement) or turnover problem. Contact us to discuss your situation.