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

Solution: Define the organization’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.

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.

Purpose - “Why”

At the heart of every transformative organization lies a profound truth: a mission that defines not just what it does, but why it exists. This mission is more than a statement—it’s a clarion call that transcends profits or outputs and speaks to the very soul of the organization. It’s the spark that ignites passion, the beacon that guides every decision, and the unwavering belief in a purpose greater than the bottom line.

In sectors where impact matters most, success isn’t measured by revenue or market share; it’s evaluated by the lives touched and the futures transformed. The true test lies in how effectively an organization delivers on its promise with the resources at hand. It’s about ensuring that every investment of time, money, and energy is directly channeled into fulfilling this higher calling.

This deep-seated mission begins at the top, with visionary leaders who not only understand but also embody the purpose. Their clarity and commitment are contagious, setting the tone for the entire organization. From the moment a new team member steps through the door, the mission becomes their guiding star—a core part of onboarding and training that instills a sense of belonging and direction.

Communication, then, is key. When every meeting, every discussion, and every decision is infused with the mission’s spirit, the organization operates like a well-oiled machine, united by a common goal. Projects are not just initiated because they seem profitable; they are launched because they resonate with the core purpose, and their success is measured by how powerfully they further that mission.

Achieving this alignment requires a dual lens of precision and passion—using both quantitative data and qualitative insights to assess progress. Much like a trial lawyer or a laboratory scientist, the organization rigorously examines its impact, ensuring that every action, every initiative, is backed by solid evidence and unwavering commitment.

The mission must be crystal clear, expressed in simple yet compelling terms that strike an emotional chord. It should be as unmistakable as Apple’s call to challenge the status quo—a deep-rooted “why” that goes far beyond mere market opportunities.

Ultimately, when the mission permeates every facet of the organization—from strategic decisions to day-to-day operations—it becomes an integral part of its culture. It is not simply a goal to be achieved, but a vibrant, living identity that each member carries proudly, a personal commitment to a collective dream.

In this way, the mission evolves from a mere statement into a dynamic force that inspires, directs, and defines the legacy of the organization.

Core Values - “Who”

Core values are timeless, guiding principles. Organizations usually choose between 3-7 (anything above that isn’t easily memorizable). Values define the behaviors you expect from each other. They are a thesis statement — they define who is “in” and who is “out”. For a company to be great, it must first who it is. They shouldn’t be aspirational, they should describe things as they actually are. For example, a company staffed entirely by white people shouldn’t list “Diversity” as a value, no matter how badly they wish it was part of their culture. Core values are active tools — they shape how you hire, fire, and review every staff member.

At the very core of an organization lies a set of values that are not merely ideals to be admired from afar, but living, breathing principles that dictate every action and decision. These core values answer the fundamental question, "How do we behave?"—and they do so with unwavering clarity. They are the traits that are already woven into the fabric of the organization, defining its identity and guiding every interaction, decision, and strategy.

In this culture, values are not aspirational targets set for the future; they are the non-negotiable truths that bring the organization's deep-seated purpose to life. They transform the abstract “why” of the organization into tangible behaviors and actions that demonstrate what it truly believes. This disciplined cultural framework is what allows the organization to achieve greatness, even when traditional business metrics are set aside.

The journey toward embedding these values begins by prioritizing the right people. It starts with a commitment to attracting and retaining individuals who naturally embody these principles, even if the initial rewards may be modest. This “first who” approach ensures that every member of the team is already aligned with the organization’s core beliefs, setting the stage for a culture of true accountability and responsibility.

Building on this foundation is the creation of a “culture of discipline,” where every team member is entrusted not just with a job, but with a meaningful role in nurturing and advancing the organization’s identity. Here, resources—time, money, and the organization’s brand—are strategically managed to foster emotional goodwill and lasting mindshare. The emphasis is on cultivating sustainable practices that honor the core values while also adapting to the changing landscape around them.

Leadership plays an indispensable role in this process. Visionary leaders must not only articulate these values but also embody them in every decision. Their commitment to disciplined implementation ensures that every action, from strategic initiatives to day-to-day operations, directly supports the overarching purpose. They build measurable frameworks that assess behavior and values-based outcomes, rather than simply tracking financial performance, ensuring that the true spirit of the organization is always at the forefront.

From recruitment and hiring to ongoing performance evaluations, the integration of these values is meticulous and deliberate. Candidates are chosen not merely for their skills, but for the way they naturally reflect the organization’s core beliefs. As the organization grows, this cultural consistency is rigorously maintained, with exceptional emphasis on recognizing and rewarding those who consistently demonstrate the core values, while also making clear that deviations from these principles have no place within the team.

In this environment, every decision is filtered through a steadfast commitment to the core values—even when it demands tough choices or challenges conventional wisdom. Whether it’s upholding a commitment to humor in the face of criticism or making difficult trade-offs to stay true to the organization’s identity, these values are the beacon that guides the way.

Thus, the core values become much more than just words on a page. They evolve into the very heartbeat of the organization—a constant, disciplined reminder of who they are, what they stand for, and how they choose to behave in pursuit of a greater purpose.

Core Focus - “What”

It’s easy for companies to get distracted by ideas that sound good, but aren’t part of the core mission. Core focus is what keeps you….focused. It comes from the intersection of purpose (above) and understanding what you do in the world. The “what” is your niche. It defines the space in which you do business — it’s what you do better than anyone else. Put it together with your purpose, and you’ll have a crystal clear picture of what your identity is as an organization.

10 Year Vision

The 10 Year Vision is a long-term, larger than life goal. It is often visual, aspirational, and measurable.

A compelling vision is the heartbeat of an organization’s future—a vivid portrayal of where it is headed and what it aspires to become. It is the tangible manifestation of the organization’s core purpose, translating the abstract “why” into a specific, ambitious future state that inspires every member. This vision answers the pivotal question, "Where are we going?" and does so with clarity and passion.

Marketing Strategy

Marketing strategy is an active part of mission, vision, and values, because your customers are an active part of your success. Marketing strategy crystalizes your ideal customer and clarifies the messages that are most appealing to them.

Most companies try to be everything to everyone, and set themselves up for failure. The marketing strategy is another vehicle for focus, allowing you to sell to customers who are the most receptive.

There are four key components:

1. Target Market
2. Unique Selling Proposition
3. A Proven Process
4. A Guarantee.

The target market identifies the characteristics of your best customers.

The Unique Selling Proposition describes the (~3) things that make you better than the competition. It’s why people should buy what you’re selling.

The proven process is what you do, time and time again, to deliver the value. It’s often visual, like a flowchart.

Your guarantee is your promise to stand behind your work. It’s designed to take away your customers’ biggest fear point.

3 Year Picture

The three year picture contains thee numbers: Revenue, Profit, and one other key statistic that’s relevant to your team. It also contains several bullet points that “paint” the picture of the company for you.

One Year Plan

The 1 year plan makes the goals more tangible. It defines your objectives for the year, and your top 3-7 goals. (Note that goals should not exceed 7. When organizations try to do too much, they fail).

90 Day Action Items

These are the 3-7 most important objectives that the organization must get done in the next 90 days. See .

Outstanding Issues

This is simply a list of all the things that might get in the way of your success. Make sure your organization tracks, openly and transparently, the obstacles in front of them. Admitting issues is important. So is actually doing something about them. We recommend framing each issue as an opportunity for change, rather than a simple critique. See Transparent Feedback and Radical Candor for more information.

Troubleshooting

In the relentless pursuit of impact and lasting greatness, organizations must hold fast to the guiding light of their core purpose—their WHY. Too often, there is a dangerous split: an overemphasis on the WHAT, the day-to-day activities, which can dilute the profound mission that fuels every effort. Profit, after all, is merely a result—a natural byproduct of genuine contribution and belief, not the cause or objective in itself.

True trust is built when there is a seamless alignment between the WHY (mission), HOW (values), and WHAT (vision). It is this harmony that inspires people, drawing them to a shared purpose rather than coercing them with traditional incentives. As organizations achieve success, maintaining clarity of the original WHY becomes even more challenging, demanding constant vigilance and a deep-rooted commitment to the principles that sparked the journey.

Instead of striving to become “more like business” by relying solely on conventional metrics, organizations should focus on universal principles of greatness. The absence of standard business metrics in social sectors only heightens the need for disciplined assessment—an honest evaluation of progress that transcends mere numbers. In this context, it is about creating “pockets of greatness”—small, powerful initiatives that showcase the organization’s dedication to its mission, even as broader systemic change unfolds gradually.

Building a robust organization goes far beyond launching strong programs. It requires a strategic approach to every resource, from restricted funding—which must be used with utmost care to safeguard the mission—to the cultivation of a brand reputation forged through tangible results and deep emotional connections. Money, in these realms, is simply an input, not the ultimate measure of success.

Ultimately, the focus is on “clock building” rather than “time telling”—on creating lasting institutions that endure and evolve, rather than delivering one-off projects. This enduring legacy, built on unwavering commitment to the WHY, becomes the bedrock upon which future successes are built, ensuring that the organization remains a beacon of inspiration and transformative impact for generations to come.

Expectation Map