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Problem: If a company’s mission, vision, and values aren’t clear, employees may feel lost and disconnected from the organization's goals.

Solution: Define the company’s mission (why it exists), vision (where it’s going), and values (how it acts) clearly, so everyone understands and supports the organization’s purpose.

Intro

An organization's mission, vision, and values are guiding principles that shape purpose, fuel action, and drive long-term impact.

We'll delve into the mission, the “why” that inspires and directs an organization’s fundamental purpose beyond profits; the vision, or “what” that defines the future state the organization aims to achieve; and values, the “how” that shapes the behaviors and standards driving day-to-day actions. By integrating these elements effectively, organizations not only align their teams but also cultivate trust, motivation, and resilience.

Tool

• Mission: The Why
• The mission of an organization is its fundamental purpose or reason for existing. It answers the question, "Why do we exist?" A strong mission should be inspiring, idealistic, and enduring, capturing the organization's essence beyond profits or outputs. The mission is fundamentally about WHY an organization exists - its core purpose or belief that inspires action. It's not about what you do or how you do it, but WHY you do it.
• Mission in social sectors must focus on outputs and impact rather than inputs and business metrics. The key question is not "How much money do we make?" but "How effectively do we deliver on our mission relative to our resources?"
• Building Mission into an Organization:
• Leadership Alignment: Ensure that all leaders deeply understand and can articulate the mission. Their clarity influences the entire organization.
• Onboarding and Training: Emphasize the mission in new hire orientation to connect employees to the organization’s purpose from day one.
• Communication: Regularly reinforce the mission in meetings, communications, and decision-making discussions, showing how actions align with the core purpose.
• Evaluation and Accountability: Assess projects and initiatives based on how well they support the mission. This approach helps keep the organization focused on its core purpose, especially when new opportunities arise.
• Output Focus: Like NYC Police Department under Bratton, measure success by outcomes (crime reduction) not inputs (arrests made)
• Evidence-Based Assessment: Use both quantitative and qualitative evidence to track progress, thinking like either a trial lawyer or laboratory scientist
• Resource Alignment: Ensure the organization's resource engine (time, money, brand) directly supports the mission
• Performance Standards: Set clear performance metrics tied to mission achievement, not just financial goals
• Start with Why: Like Apple's belief in challenging the status quo, ensure your mission stems from a deep-rooted purpose, not just market opportunities
• Leadership Embodiment: Leaders must physically embody the WHY, as Bill Gates did at Microsoft with his belief in empowering human potential
• Clarity of Communication: Express the WHY in simple, clear terms that inspire emotional connection, similar to how Southwest Airlines champions freedom and the common person
• Cultural Integration: Like Harley-Davidson, make the WHY so clear that it becomes part of people's identity and self-expression
• Vision - The What
• Vision refers to what the organization aspires to become in the future. It answers the question, "Where are we going?" A good vision is specific and ambitious, inspiring employees and guiding the organization’s long-term planning.
• Vision represents the tangible manifestation of the WHY - the specific future state that brings the mission to life.
• Vision in social sectors requires what Collins calls "legislative leadership" rather than "executive leadership" - building influence and momentum through persuasion rather than direct authority.
• Building Vision into an Organization:
• Leadership Communication: Leaders should frequently discuss the vision to keep it alive. Regularly share the organization's progress toward achieving its vision, motivating employees with real examples of success.
• Goal Setting: Break down the vision into achievable milestones. Setting specific goals helps employees see how their daily efforts contribute to long-term objectives.
• Incorporate Vision in Performance Metrics: Tie employee performance reviews and rewards to how well individuals’ work contributes to the larger vision. This approach helps embed the vision into everyday work.
• Celebrate Milestones: Recognize and celebrate accomplishments that move the organization closer to its vision, reinforcing its importance and motivating employees to contribute further.
• Legislative Approach: Use influence and coalition-building rather than direct authority
• Disciplined Focus: Focus only on what you can be the best at, are passionate about, and can support with your resource engine
• Clear Standards: Establish rigorous performance assessment methods, even for qualitative goals
• Momentum Building: Use the "flywheel effect" to build brand reputation and emotional connection that attracts further resources
• Authentic Alignment: Ensure all goals and objectives authentically stem from the WHY.
• Inspiring Communication: Communicate vision in terms of beliefs and possibilities rather than just plans
• Trust Building: Create a "megaphone" - ensuring all communications and actions consistently reflect the WHY
• Values - The How
• Core values define the behaviors and principles essential to the organization’s identity. Values answer the question, "How do we behave?" Unlike aspirational values, core values are inherent traits that are already present within the organization's culture and are non-negotiable. Values represent HOW an organization brings its WHY to life - the principles and actions that prove what the organization believes. Values represent the disciplined culture needed to achieve greatness without relying on business metrics.
• Building Values into an Organization:
• First Who: Focus first on getting the right people who share your values, even with limited compensation
• Cultural Discipline: Create a "culture of discipline" where people have responsibilities, not just jobs
• Resource Engine: Build a sustainable resource engine across three dimensions:
• Time: Attract and retain committed people
• Money: Develop sustainable funding sources
• Brand: Build emotional goodwill and mindshare
• Preserve the Core: Maintain unchanging core values while adapting strategies to changing conditions
• Disciplined Implementation: Ensure values directly support the WHY
• Leadership Support: Combine visionary leadership with practical execution
• Measurable Actions: Create metrics that measure values-based behaviors rather than just outcomes
• Cultural Consistency: Ensure values remain consistent even as the organization grows
• Recruitment and Hiring: Use values as criteria in the hiring process to ensure new employees align with the company culture. Candidates should exhibit values naturally rather than needing to adopt them after hiring​.
• Behavioral Reinforcement: Recognize and reward employees who demonstrate core values in their work.
• Decision-Making Framework: Leaders should consistently apply values in decision-making, even if it results in challenging trade-offs.
• For example, if humor is a core value, leaders must support employees' humor, even if some customers object.
• Intolerance for Violations: Cultivate a culture where values are taken seriously, making it clear that employees who don’t align with core values may need to exit the organization.
• Other Tips
• Avoid the "split" where organizations lose sight of their WHY and focus solely on WHAT they do
• Remember that profit is a result, not a cause - the WHY must be about contribution and belief
• Build trust through consistency between WHY (mission), HOW (values), and WHAT (vision)
• Focus on inspiring people rather than manipulating them through traditional incentives
• Understand that success makes maintaining clarity of WHY more challenging, requiring constant vigilance
• Reject the idea that social sectors must become "more like business" - focus instead on universal principles of greatness
• Understand that lack of business metrics makes disciplined assessment even more important
• Build "pockets of greatness" rather than waiting for systemic change
• Focus on building strong organizations rather than just strong programs
• Use restricted funding carefully to avoid compromising your mission
• Remember that money is an input in social sectors, not an output or measure of success
• Build brand reputation through tangible results and emotional connection
• Practice "clock building" (creating lasting institutions) rather than "time telling" (delivering single programs)

Expectation Map