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Mission Expert: Creating Effective Mission and Vision Statements Additional copies may be obtained at

Mission Expert: Creating Effective Mission and Vision Statements

Additional copies may be obtained at http://www.missionexpert.com/book

Please do NOT distribute this e-book to others. It is for your use only. Unauthorized distribution constitutes theft of intellectual property.

Copyright 2004, Strategy Planning Institute and StratPlan Software, Inc.

Mission Expert is a registered trademark of StratPlan Software, Inc. The names of other companies and products mentioned herein may be the trademarks of their respective owners.

MISSION

EXPERT

Table of Contents

1 Introduction

4

1.1

Business Planning Framework

7

2 Overview of the Mission Statement Creation Process

8

2.1

The Mission Statement

10

2.2

Vision Statement vs. Mission Statement

13

2.3

Goals

16

2.4

Core Values

17

2.5

Installing Your Mission Statement

20

3 Conducting a Visioning Workshop

21

3.1 Visioning Process

23

3.2 Brainstorming

23

3.3 Clustering

25

 

3.4 Naming

25

3.5 Reflecting

25

4 Creating Your Mission Statement

26

4.1 Creating your goals

29

4.2 Creating your Core Values

30

4.3 Installing your Mission Statement

32

5 Facilitating a Team in Creating a Mission Statement

33

6 Facilitating a Visioning Workshop

35

Appendix

36

7 Mission Statement Kickoff Meeting

36

7.1 Kickoff Meeting Checklist

36

7.2 Kickoff Meeting Invitation

37

8 Visioning Workshop

38

8.1 Workshop Invitation

38

8.2 Visioning Workshop Checklist

39

8.3 Visioning Workshop Kickoff Slides

41

9 Meeting Icebreakers

43

9.1 Who Am I?

43

9.2 To Tell the Truth

43

9.3 Why Are You Here?

43

9.4 Who Is This?

43

9.5 We’re So Alike

44

9.6 Telephone

44

10 Sample Mission Statements

45

10.1 Honeywell Corporation

45

10.2 Wendy’s International

45

10.3 Kelly Services

46

10.4 Unocal Corporation

47

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10.5 Reynolds Metals Company

48

10.6 Avis Rent a Car

49

11 Sample Organizational Core Values

50

12 Visioning Column Markers

56

MISSION

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1 Introduction

MISSION EXPERT 1 Introduction Mission Statements have been a part of working life, in one shape

Mission Statements have been a part of working life, in one shape or form, since man’s first days of business and commerce. Over the years, many different approaches have been formulated for structuring the processes for creating, installing and maintaining Mission Statements within an organization.

MISSION

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MISSION EXPERT Much of this activity has been driven by historical evidence that shows that organizations

Much of this activity has been driven by historical evidence that shows that organizations with documented Mission Statements are almost 30 percent more likely to succeed and be profitable than those without.

The process we will be embarking on is meant to help swing those odds in your favor by providing you with a streamlined process for creating an effective Mission Statement.

There are plenty of ways to write a Mission Statement. In fact, one of the biggest challenges of creating one is sorting through all the books that suggest they have the right way to do it. Each starts from a different vantage point and presents new “laws” or principles to be used in creating it.

new “laws” or princi ples to be used in creating it. There is also a tendency

There is also a tendency for different authors to use different meanings for the same or similar terms. Structure varies too. Perhaps the only point of agreement is on the benefits of having a Mission Statement versus none at all.

This book is derived from our multimedia software product: Mission Expert. It essentially covers all of the concepts and examples covered in the software. You’ll also find many of the templates in the appendix. Using the material in this book, you should be able to create a very effective Mission Statement. However, we’ll take just a few sentences to describe what is also included in the software. If you are interested in upgrading, please be sure to check into the special pricing you will receive as an owner of this book at http://www.missionexpert.com/book- upgrade.

MISSION

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Mission Expert contains up to seven modules depending on the edition you’ve purchased. In the Startup Edition, you will have access to these three modules that contain everything you need as an individual in creating a mission statement and related set of core values and goals.

Mission Expert User Interface

set of core values and goals. Mission Expert User Interface In the Company Edition, it is

In the Company Edition, it is assumed you will be leading a team in the development of your mission statement and will also have the ‘Mission Facilitator Guide’ which is a presentation to help you as the team leader prepare for guiding your group. You’ll also have several additional templates and checklists designed for conducting efficient meetings.

In the Enterprise Edition, you will have all of those capabilities PLUS three additional modules and associated tools for conducting a Visioning Workshop.

All of the presentations in Mission Expert are tailored to two distinct audiences, the facilitator and the mission or vision creation team. The modules highlighted in red, are meant to be viewed only by the team facilitator or project manager while the topics shown in blue are meant to be viewed by the mission team as the target audience.

Mission Expert also includes a Resource Kit that contains all of the tools and template files for streamlining various parts of the process. It helps eliminate up to half of the administrative tasks and includes Mission Expert’s unique Mission Statement Creator utility that helps you draft the first version of your Mission Statement.

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1.1 Business Planning Framework

Creating a Mission Statement is actually the first of three steps that we propose as part of an overall business planning framework. Once you have your Mission Statement in place you may want to go on to conduct a SWOT analysis for your organization.

Business Planning Framework

From Vision through Execution

Mission Statement Creation

Vision

Mission Statement

Goals

Values & Principals

SWOT

Analysis

Strengths

Weaknesses

Opportunities

Threats

Execution / Project Management

Milestones

Action Plans

Delegation

Measurability

A SWOT analysis is a method for identifying the opportunities that currently exist for your organization as well as things that may represent a threat. It also takes you through a process for identifying the strengths and shortcomings of your organization that may affect your ability to respond to the opportunities and threats identified.

The third leg in the process is addressed by another tool ca and allows you to manage all of your major projects according to the mission and priorities you’ve identified for your organization. It keeps your plans and strategies from “collecting dust” on a shelf and helps turn them into measurable action.

You’ll find more about these at the Strategy Planning Institute on the web at http://www.stratplan.org/swot.

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2 Overview of the Mission Statement Creation Process

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What is a Mission Statement?

The role of the mission statement in the strategic business plan

Why is a good Mission Statement important?

What makes a Mission Statement good?

In this overview, we will provide answers to these important questions. Specifically, what is a mission statement and what is its role in the strategic business plan? Why is it important to your success and what makes a mission statement good? What makes it great?

We’ll also introduce you to a streamlined process for creating effective Mission Statements that includes these four key components:

Mission Statements that includes these four key components:  2004 Strategy Planning Institute and StratPlan Software,

MISSION

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The method we will use attempts to clarify and simplify this process. It is based on the finding that most organizations today do not have effective Mission Statements in place not because the method used was bad, but because the complexity of the task kept them from even getting started.

Therefore, Mission Expert is based on a clear and simple process. It is comprised of four key components associated with your Mission Statement. Starting with a vision for the future and drilling down through the actual strategies and goals to achieve that vision, the Mission Statement is the focal point of the process.

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V

S

Your ideal position in the future

What you want to become

S Your ideal position in the future What you want to become In terms of the

In terms of the marketplace, society or your organization itself

Positive and Inspiring

Open to dramatic change

A goal worth “stretching” for

The first component is the Vision Statement.

different people. Mission Statement.

Oftentimes, the term Vision Statement means different things to

However, in the process we will use, the Vision Statement is effectively a preamble to the

A

Vision Statement should say what your organization would like to see in the future, either in terms of society or

in

terms of the organization itself. It should be something readily embraced by your entire organization. It should

be something you feel good about.

Although a good Mission Statement is also future-focused, a Vision Statement is usually focused on a 4-5 year timeframe and is generally a bit more idealistic in terms of its goal.

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Collective creativity Who we want to be Four Parts:

Brainstorming Clustering Name creation Reflection

2.1 The Mission Statement

The Mission Statement is the most powerful component of the mission framework. Either directly or indirectly, it should cover the areas listed here.

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S t t t a a a t t t e e e m m m

Who you are What you do Who you serve What needs you fulfill What you stand for Why you are unique Your purpose for being A precise statement

It should state what your organization does, whom you do it for and what unmet needs those constituents have that you intend to fulfill. It should also state how your organization is or will be unique. Ultimately it should state who you really are and what your purpose for being is.

But more than that, your Mission Statement should reflect the passion behind your organization, the reason why you would be doing the same thing you are doing even if it did not present you with your daily pay check. This is your purpose —your mission.

MISSION

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MMi

M

iis sss ssi iio oon nn SSt tta aat tte eem mme een nnt tt

S

Why is it important?

Strong motivational statement

Build consensus

Solidifies the organization

Image to clients, customers, constituents

Rallying cry…

Just the process of creating a mission statement can help build consensus within your organization and solidify its commitment to purpose. Externally, it is the face your organization presents to the world. Internally it can form a rallying cry that helps motivate your team on to success.

What makes a Mission Statement good? And what makes it great?

GGr rre eea aat tt MMi iis sss ssi iio oon nn SSt tta aat
GGr rre eea aat tt MMi iis sss ssi iio oon nn SSt tta aat tte eem mme een nnt tts ss
G
M
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Good Great
IIss ffooccuusseedd ffoorr tthhee ttaarrggeett aauuddiieennccee
(clients / customers, constituents, employee, shareholders, etc.)
WWrriitttteenn iinn cclleeaarr aanndd ssiimmppllee tteerrmmss
Represents the collective thinking
of the executive management team
RReessoonnaatteess wwiitthhiinn tthhee eennttiirree oorrggaanniizzaattiioonn
IIss mmeemmoorraabbllee aanndd eeaassyy ffoorr aannyyoonnee ttoo aarrttiiccuullaattee
IInnssppiirreess aanndd eevvookkeess tthhee ppaassssiioonn ooff tthhee
oorrggaanniizzaattiioonn’’ss ppuurrppoossee

Well, first and foremost, it must be easily understood. To accomplish that, one of the first things you must do is identify who the target of your message is. Is it your customers? Your employees? Your shareholders? Maybe it’s more than one group? Having identified who they are, you are now positioned to write it in clear and simple terms that they understand.

Next it should represent the collective thinking of at least the executive management team. This is needed to secure their commitment and insure that they are communicating a common message.

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What can then make a mission statement really great is when it resonates throughout the entire organization. When it says something that every employee can relate to. If that is combined with the traits of being memorable and easy to articulate, then your entire organization or constituency becomes a public relations machine promoting your organization.

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To Deliver Total Quality

Coastal Hospice is a health care organization dedicated to preserving the dignity and quality of life. We offer both comprehensive hospice care for the terminally ill and selected home health services to residents of Maryland’s lower Eastern Shore. In addition to providing physical care, we promote the emotional and spiritual growth of patients, enabling them to live their lives to the fullest. Our mission includes education in the care of the terminally ill and support to the bereaved.

As responsible stewards we will use our resources effectively and productively, conscientiously preserving our assets. We will continually improve Coastal Hospice in order to meet our community’s changing needs with the highest quality, cost effective services. We will strive to exceed requirements for licensure, accreditation, and other recognized professional standards.

We encourage pursuit of our ideals, professional development, and teamwork. We value our associates and respect to the service given to patients by staff, volunteers, attending physicians, and all others who support Coastal Hospice.

You might also be wondering, “What is the right length” for a Mission Statement? You will see examples of Mission Statements that span anywhere from a single sentence or phrase, to a full page in length. Clearly there is no “right” length, however, it is highly important that your Mission Statement is clear and precise and something that is easily understood. And that usually means that shorter is better.

Let’s dissect a Mission Statement to determine if we can see some of the key components we’ve discussed.

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At IBM, we strive to lead in the creation, development and manufacture of the industry’s most advanced information technologies, including computer systems, software, networking systems, storage devices and microelectronics.t a a a t t t e e e m m m e e e

We translate these advanced technologies into value for our customers through our professional solutions and services businesses worldwide.

What You Do

Who You Serve

What Needs You Fulfill

Why You Are Unique

What You Stand For

Passion & Purpose For Being

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See if you can pick out the words that convey the following in the statement above:

We create, develop, manufacture and translate technology into value

We serve our customers worldwide

We fulfill our customers needs for technology

We are unique because we provide the industry’s most advanced information technologies on a worldwide basis

We stand for advanced technology and professional solutions

We are passionate about attaining our leadership position

MMi

M

iis sss ssi iio oon nn SSt tta aat tte eem mme een nnt tts ss

S

t a a a t t t e e e m m m e e e

To ensure a stress-free rental experience by providing safe, dependable vehicles and special services designed to win customer loyalty.

What You Do

Who You Serve

What Needs You Fulfill

Why You Are Unique

What You Stand For

Passion & Purpose For Being

In this second statement above we see we are Avis Rent-a-Car and

What we do is provide rental vehicles and special services

And our constituents are the customers we serve

We fulfill their needs for vehicles and special services

And make ourselves unique by delivering a stress-free experience with special services that others do not provide

We do this to become known for our customer loyalty

And our passion is to win that loyalty by seeing it through the customer’s eyes as an experience rather than a financial transaction.

2.2 Vision Statement vs. Mission Statement

Now let’s see what it looks like when an organization has both a Vision and Mission Statement. Sometimes it is a bit challenging to keep them separate but the following are good examples.

MISSION

EXPERT

MISSION EXPERT With over 3700 member-owners, making some of the finest dairy products in the country,

With over 3700 member-owners, making some of the finest dairy products in the country, Foremost Farms is one of the top 10 dairy cooperatives in the United States with over $1.2 billion in sales. Clearly their vision of the future and mission of the day has helped them achieve that success.

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MMi
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VVi V iis ssi iio oon nn
Vision
Foremost Farms USA strives to be the leader in
serving local, regional, national and international
dairy and related markets for the benefit of member-
owners.
Mission
The mission of Foremost Farms US Cooperative is to
provide dairy farmers with a financially sound
organization that efficiently assembles, processes,
and markets milk and related dairy products to
customers in a manner that generates fair and
equitable returns for past, present and future
member owners.

Here we see Foremost’s vision statement is future focused toward a broad audience with a goal of becoming an international leader in dairy products.

However, we see their mission statement is clearly focused on the near-term objectives of their immediate constituents, their member-owners. It states who they are and what they do in very specific terms.

MISSION

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MISSION EXPERT CoachVille.com is one of the premier online communities for personal and professional coaches. Passion

CoachVille.com is one of the premier online communities for personal and professional coaches. Passion and enthusiasm is of course key to the success of their business. Let’s compare the vision and mission statements of one of their professionals…

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iis sss ssi iio oon nn vvs

v

VVi V iis ssi iio oon nn

Vision

n n v v s v V V i V i i s s s i

Every person is embracing life with passion and purpose Every workplace is embracing life with passion and purpose…

Mission

To empower you to identify and fulfill your potential using the most effective tools and techniques available.

Here we see a very idealistic and future-focused vision statement that refuses to be held back by the limitations of today.

However, we also see a very pragmatic mission statement that drills down to the reality of the tools and techniques CoachVille provides its members.

Next, we’ll move on to setting strategic goals for the organization…

MISSION

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2.3 Goals

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ooa aal lls ss

G G o G o o a a a l l l s s s Top

Top initiatives

Extension of the Mission Statement

An organization’s mission is generally accomplished by successfully achieving a number of strategic goals. This can be comprised of anywhere from 3 to 6 objectives.

Depending on the organization, these goals may be put into the public domain, or more often than not, they’re viewed as proprietary information kept internal. For example, a social services agency may want to share its strategic goals with the public, while a high-tech consumer products company might want to keep its strategic goals under lock and key.

Here are some examples of goals that other organizations have defined.

GGo

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ooa aal ll EEx xxa aam mmp ppl lle ees ss

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Attain $5 MM in revenue for our new Asian products division by third quarter.

Establish a new citizens’ advisory board by year-end.

Expand the number of services we provide by 50% within the next two years.

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2.4 Core Values

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Beliefs and common values

Key to

organizational

culture

Defines the “rules”

Important tools

during

decision making

Core values — or principles — come next. They are the beliefs and common values held by the organization and from these values your organization’s culture will normally flow. These values define the “rules” you will play by as you take action toward achieving your goals. Your Core Values can be one of the most valuable tools during critical decision moments.

Let’s take a look at an example of core values in action.

Let’s take a look at an example of core values in action. Let’s say you have

Let’s say you have a core value of “the customer always comes first.” This is a great principle to have because history has shown time after time, that doing what’s right for the customer always ends up being the right call for the long- term game. Perhaps this core value will lead to future referrals or reduced product returns or other benefits as you may not see today that will come to fruition down the line. Having the core value of “the customer always comes first” and driving that deep into the organization, makes it easy for anyone to help grow the organization.

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As an example: You’re approached by a customer who is ready to buy. But you soon learn that the customer may be buying the wrong product. The product she is about to buy will address most of her needs but it is 10 times the price of the product that really would be the best fit. With your core value of “the customer comes first” in mind, it’s easy for you to make the right decision to sell this customer the right product and she immediately appreciates it. What you’ve lost in revenue will be earned back quickly when she spreads the word of your great service to her friends.

2.4.1 Hibernia Corporation

great service to her friends. 2.4.1 Hibernia Corporation Hibernia Corporation is a financial holding company that,

Hibernia Corporation is a financial holding company that, through its bank and non-bank subsidiaries, provides an

With a company this diverse

and decentralized, having a common set of core values across the company was essential.

array of financial products and services throughout Louisiana and portions of Texas.

CCo

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oor rre ee VVa aal llu uue ees ss

V

o o r r r e e e V V a a a l l l

TEN CORE VALUES

I. Make service matter

II. Act empowered, like an owner

III. Make smarter, quick, common sense decisions

IV. Accept prudent to risk; price accordingly; sell ethically & aggressively

V. Encourage continuous improvement

VI. Listen carefully, then communicate openly and in a timely manner

VII. Create an environment where people can excel, be rewarded for it and have fun

VIII. Win in the marketplace as a team

IX. Treat others with respect

X. Invest to prepare ourselves and Hibernia for long-term success

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And in the case of Hibernia, there are ten core values which address areas including:

Service,

Empowerment

Continuous improvement

Listening and communication

Teamwork

And respect for others

2.4.2 Honeywell Corporation

• And respect for others 2.4.2 Honeywell Corporation Honeywell International is a diversified technology and

Honeywell International is a diversified technology and manufacturing company, serving customers worldwide. Honeywell’s far-reaching technology and products span the industries of aerospace, building controls, automotive products, power generation, and advanced materials.

OUR VALUES

CCo

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oor rre ee VVa aal llu uue ees ss

V

INTEGRITY and the highest ethical standards MUTUAL RESPECT and trust in our working relationships INNOVATION and encouragement to challenge the status quo COMMUNICATION that is open, consistent and two-way TEAMWORK and meeting our commitments to one another CONTINUOUS IMPROVEMENT developing and learning in all we do DIVERSITY of people, cultures and ideas PERFORMANCE with recognition for results

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The Company globally manages its business operations through strategic business units and a set of core values that define their corporate culture.

2.5 Installing Your Mission Statement

corporate culture. 2.5 Installing Your Mission Statement So we’ve now covered the four components of our

So we’ve now covered the four components of our process. Once we’ve completed the process, we will have an effective mission statement with another significant task remaining.

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iis sss ssi iio oon nn SSt tta aat tte eem mme een nnt tt
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How will you publish it?
How will you promote it?
Internal vs. External?

And that is installing your Mission Statement. How do you take the statements you’ve documented and get your target audience to “take them to heart” and internalize them into their daily tasks?

At the end of the mission creation process, we’ll provide you with some ideas on how to go about publishing and promoting your newly created Mission Statement.

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3 Conducting a Visioning Workshop

A Vision Statement is the product of a Visioning Workshop. The purpose of a Visioning Workshop is to exploit

the collective creativity of the organization to project a practical vision of our organization in the future. We’re deciding who we want to be.

VVi iis ssi iio oon nn SSt tta aat tte eem mme een nnt tt

V

S

t t t a a a t t t e e e m m m e

A “snapshot” of our vision for the future

Our organization’s ideal position in the future

Our future position in the marketplace, in society and the state of our organization

Visioning is an evolutionary process – we do it every day. However, the Vision Statement represents a “snapshot”

of our vision for the future at a particular point of time. We’re documenting what we want to see in the future in

terms of our marketplace, our place in society and the state of our organization.

Let’s take a look at some examples of good Vision Statements.

VVi iis ssi iio oon nn SSt tta aat tte eem mme een nnt tt EEx xxa aam mmp ppl lle ees ss

V

S

E

E E x x x a a a m m m p p p l l

Our vision at Harrah’s Entertainment is to offer exciting environments and to be legendary at creating smiles, laughter and lasting memories with every quest we entertain.

To be recognized and respected as one of the premier associations of HR professionals.

with every quest we entertain. To be recognized and respected as one of the premier associations

MISSION

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This first example is from the company behind Harrah’s casinos. Although their Mission Statement is more likely to be focused on the more immediate objectives of revenue growth or shareholder value, you see their vision goes well beyond that to the impact they will have on the lives of their guests.

With the HR Association of Greater Detroit, you see their ambition is to garner the elite status of being a premier association in the eyes of their members.

VVi iis ssi iio oon nn SSt tta aat tte eem mme een nnt tt EEx xxa aam mmp ppl lle ees ss

V

S

E

To become the World’s pre-eminent Rent A Car brand.

V S E To become the World’s pre-eminent Rent A Car brand. To be the World’s
V S E To become the World’s pre-eminent Rent A Car brand. To be the World’s

To be the World’s leading energy and project development company - the best people, the best partner, and the best performance.

VVi iis ssi iio oon nn SSt tta aat tte eem mme een nnt tt EEx xxa aam mmp ppl lle ees ss

V

S

E

E E x x x a a a m m m p p p l l

To be the world’s best staffing services company and to be recognized as the best.

To be the world standard for quality and performance in general aviation, related products, and services.

as the best. To be the world standard for quality and performance in general aviation, related

Looking across these vision statements, you see companies that view their futures as limitless. This is the time to “pull out the stops” and “reach for the stars”.

MISSION

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dd VVi iis ssi iio oon nn SSt tta aat tte eem mme een nnt tts ss

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Concrete & specific Bold, challenging & exciting Positive and inspiring A goal worth “stretching” for Attainable

Although a good, practical Vision Statement needs to be concrete and specific, we need to start by letting our imagination go. Really think about what your organization has the potential to accomplish in the future. Take a bold stance and include items that will be challenging and exciting.

Vision Statements should always be positive and the best ones are inspirational as they stretch for a highly valued goal we feel good about. However, they also need to be attainable and believable.

3.1 Visioning Process

The visioning process is conducted in these four steps:

Brainstorming Coming up with our initial ideas on the future.

Clustering Organizing those ideas into groups based on a central theme.

Naming Creating an appropriate name for that central them.

Reflection Thinking about what you’ve created to decide what parts are important to your vision statement.

You’ll learn more about this process by viewing our online movie at http://www.missionexpert.com/vmovie and by reading the Facilitating a Visioning Workshop chapter below.

3.2 Brainstorming

Let’s begin a fun brainstorming exercise based on a wonderful outcome — and that is, our organization has hit a home run in every way. But here’s the thing you need to think about — what constitutes that home run? What did we accomplish?

MISSION

EXPERT

VVi iis ssi iio oon nni iin nng gg EEx xxe eer rrc cci iis sse ee

V

E

Two-to-four years from now

Imagine we’ve exceeded our wildest goal:

what did we accomplish?

With me in charge:

what are my plans?

Take 15 minutes to do this exercise. Start by setting a timeline, somewhere between two and four years from now. Then think about the absolute, No. 1 goal that we’ve achieved. What is it? Then imagine yourself as head of your organization setting a future course. What would it be?

VVi iis ssi iio oon nni iin nng gg EEx xxe eer rrc cci iis sse ee

V

E

How has your marketplace changed?

What position do you now hold in the market?

How has society changed?

Where is your organization now spending it’s time and resources?

How has your world gotten better?

Now that you’re at this imaginary point, ask yourself: What does your marketplace look like now? Has it doubled, tripled? Don’t assume that the system will have the same framework as it does today. Are there new players in the market or have some of your competitors actually disappeared? How has society changed? Has there been a change in values? And where is your organization now spending its time and resources? In general, how has life within your marketplace or society at large for that matter, gotten better?

MISSION

EXPERT

VVi iis ssi iio oon nni iin nng gg EEx xxe eer rrc cci iis sse ee

V

E

Be open

Your hopes and dreams

Break with tradition

No short-term thinking

Incorporate your beliefs

Anything is fair game

Use this opportunity to paint a picture of your hopes and dreams for our organization. Be open to dramatic changes to current systems and methods, facilities, business practices, everything. Don’t allow yourself to be limited by tradition or stereotypes of people or conditions. Your vision should be encompassed by your beliefs but really, anything is fair game.

Avoid using words like "better", "more" or "upgraded“ – the point here is to describe exactly what you want to see. Use numbers; use exact measurements and descriptions. For example, instead of "quality" you might list "reduced delivery times". Being specific will give you a plan that everyone can understand.

specific will give you a plan that everyone can un derstand. Now, close your eyes and

Now, close your eyes and ponder on the questions we’ve discussed. When you are ready to capture your thoughts, begin writing down your answers.

3.3 Clustering

Now you need to put all of your ideas into groups, each arranged around a central thought.

3.4 Naming

Spend some time thinking about appropriate names for each of your clusters. Try to put it into language that will be useful in you vision statement.

3.5 Reflecting

Hopefully, at this point you have lots of good ideas clustered into as many as a dozen clusters. Spend some time thinking about what are the most important ideas for your future.

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4 Creating Your Mission Statement

Now that we’ve reviewed the structure, it’s time to get started with the actual creation process. This will be the largest time commitment of the journey as you proceed through the Mission Creation module.

Here are the four sections of this module.

1. First we’ll go through a series of steps and questions aimed at creating a first-draft mission statement.

2. Next we’ll go on to define our strategic goals.

3. In the next phase we’ll define our core values.

4. And lastly, we’ll work toward developing a plan for publicizing and promoting our mission statement.

Depending on the size of your team and the complexity of your business, you may want to plan between one and four meetings to accomplish this process. If you choose to go off on a retreat to conduct the process, you may find it a bit more productive since you will spend less time getting up to speed each meeting.

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Target Audience

Customers, clients, prospects Employees Shareholders Community Society

e e e n n n t t t S Target Audience Customers, clients, prospects Employees

So who is the target audience for your Mission Statement? Is it just for the eyes of your employees? Or for your customers? Or maybe your shareholders? It’s important to take this into consideration early on in the process since each group may be motivated by different messages. Take a few moments right now to discuss this and capture your consensus on a flip chart or note pad.

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What type of organization are we?

As Example:

Manufacturer, insurance broker, county health agency, etc.

It’s time to examine your organization. Do you manufacture a product? Are you a broker? Are you a service provider? Local retailer? Global distributor? Discuss and document your consensus before going on to the next question.

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What products or services do we produce or provide to help address their specific needs?

As Example:

Small electrical appliances, liability and workman’s compensation insurance, health and well-being services, etc.

What products or services do you provide? Rather than listing every one them individually, think of two or three high-level categories that represent your most important ones. Again, try to use adjectives that appropriately qualify those products or services in ways that are unique to your organization.

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Who are our customers, clients or constituents?

As Example:

Retail consumers, corporate business clients, residents of Hopewell county, etc.

Whose needs do you fulfill? Discuss appropriate adjectives to use in describing this constituency. Don’t exclude any significant members.

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What are the unique advantages of our products or services or the organization itself?

As Example:

Lowest cost with highest durability, best rates and customer service, easy accessed and free of charge, etc.

What are your unique advantages? Do you provide the lowest cost product? Most reliable? Functions that no one else provides? Take a moment to record your thoughts.

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What position do you (desire to) hold in you marketplace, business community, or society itself

As Example:

A leading, the largest, the best, etc.

Here’s where you state where you want to be. By the way, it is generally more motivating to state this in terms of what you “strive” or “aspire” to be.

Now that you’ve discussed all of the question areas and arrived at a list of answers, you should develop the first draft of your mission statement. (If you are using the Mission Statement Creator, enter in your answers and let the tool create your first draft.)

Once you’ve generated a draft of your Mission Statement, you should continue to discuss and revise the statement until you are comfortable with it.

The next section will take us into defining strategic goals for the organization that will allow us to succeed in our mission.

4.1 Creating your goals

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The strategic goals for your organization will tend to be much more dynamic and variable than the vision and Mission Statements. While a Mission Statement will generally be effective for a number of years and a Vision Statement even longer, the goals for the organization will change more frequently as you respond to changes in the environment or marketplace. Once again it is generally better to keep the number of strategic goals to a minimum representing those that are most important for the organization.

Take a few minutes now to discuss your strategic goals. You may want to list out everything you can think of and then consolidate them down to a smaller number of priority items. As you define your goals, try to keep them SMART. That is, make sure they are reasonably specific, have timeframes and are measurable. Also keep in mind that if your goals are not perceived as both realistic and attainable, they will not be motivational.

Spend some time defining your goals and then continue when you are ready to proceed to the next section on Core Values.

4.2 Creating your Core Values

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Beliefs, Guiding Principles, Credo…

Preexisting Organizational Values

Identify, discuss and agree

Core Values are sometimes known as Guiding Principles, Beliefs or Credos. They are the common values held by the organization that help determine the actions we will take on a daily basis.

Companies or organizations that have been around for a while will often have preexisting values that everyone is already aware of. If that describes your situation, then the best starting point is to get them into discussion and agree upon them. If you are a brand new organization you’ll want to continue to the next step. However, if you wish to list these now, spend a few minutes identifying all of those known Core Values that exist in the company.

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Next identify your personal values

Extrapolate to the organization

Whether you are a new organization or wish to add to the Core Values that already exist, you will need to perform a bit of “soul searching” for this next step since these new principles will come from the collective beliefs of the team. Core Values generally pertain to the way you will treat customers, employees, stakeholders, or anyone else your organization will come in contact with. They are the yardstick by which you will judge the actions of the organization.

As an exercise for this next step, we’ll begin with a look at the personal values you hold. Spend a few minutes writing down on a piece of paper some of your own personal beliefs.

down on a piece of paper some of your own personal beliefs. Now you’ll need to

Now you’ll need to take your personal values exercise and apply it in developing new Core Values for your organization. If you are doing this as a group, this exercise may take a bit of time with some good discussion. However, the process itself can be a very rewarding experience as you define the culture of your organization.

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Listed above are some general categories of organizational values that others have identified over time. You’ll also find additional examples in the Appendix.

Now summarize your list of Core Values and pick you’re top six to 12 values. Continue when you are ready to proceed to the next section on publication and promotion.

4.3 Installing your Mission Statement

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Now that you’ve completed the process and have your Mission Statement, Goals, and Core Values in hand, how do you now get your target audience to “take them to heart” and internalize them into their daily tasks? How will you install it into your organization?

That answer is simply through publication, promotion and repetition.

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External

Plaque in the lobby

Website

Customer brochures

Include in proposals

On product packaging

Issue Press Release

Include it in every speech

Email tag line

Local editorials showing it in action

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Now is the time to think about how you want to publish and promote your Mission Statement to its target audience. You’ll need to think about this from both an internal point of view for those within your organization and those external groups such as customers, clients or constituents. Certainly a nice plaque hanging in your lobby is one place to start. However the exposure of that plaque is limited only to those who come through your front door, so you need to think beyond that. Here are a few ideas, listed roughly in the order of popularity as we’ve seen them.

Take a few minutes now to brainstorm and document your own ideas for external promotion of your mission statement.

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Internal

Plaque in cafeteria

On mugs, T-shirts, mouse pads, etc.

On cups in the coffee machine

Include it in every speech

Include in performance plans & appraisals

Include it in your project management systems

Considering your corporate or employee audience next. Here are a few more ideas of how to reach them. Take a few minutes to record your ideas.

Congratulations, you’ve now completed the process of creating your Mission Statement. Your next challenge is to now follow-through with installation and monitoring of the plan you’ve created.

5 Facilitating a Team in Creating a Mission Statement

This section will cover three parts. We’ll first give an overview of what a facilitator’s role is in the Mission Statement process. We’ll then go over the information you’ll need to bring people together in this process and finally, we’ll describe the templates you’ll use to lead and complete the Mission Statement process.

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Review and become familiar with presentations and tools

Schedule and conduct meetings

Send out forms to gather input

Conduct sessions

Use the Mission Statement Creator and Vision Collector tools

To be an effective facilitator, you will need to schedule meetings and assign any work your team needs to complete in preparation for the meetings you’ll have.

You may decide to conduct a Visioning Workshop as your first step in the process. The Visioning Workshop provides you with the opportunity to conduct a highly interactive session to paint the ideal picture of your successful organization in the future. Once you encapsulate this idea into a Vision Statement, you can then proceed to develop the Mission Statement that will help you get there. If you already have a Vision Statement, you may skip this step, but it may be a good starting point for discussion anyway.

Next you will form your Mission Creation Team. If you will be doing a Visioning Workshop, you will probably want that team involved in the Mission Statement creation process, but ultimately that decision is yours.

Next you will send out your meeting invitations. A template is included in the Appendix for your use as well as a Kickoff Meeting Checklist.

Now you are ready to conduct your kickoff meeting. As you collect your team’s thoughts during the meeting, you’ll want to have plenty of flip charts available to capturing your thoughts. From there, you will go on to draft, review and refine your Mission Statement and create a set of core values and goals for your organization. Lastly, you will need to decide how to “install” your Mission Statement within your organization. This means publishing and promoting it and we’ll also offer ideas on that.

From there, you will go on to review and refine your Mission Statement and create a set of core values and goals for your organization. Lastly, you will need to decide how to “install” your Mission Statement within your organization. This means publishing and promoting it and we’ll also offer ideas on that.

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Limit to four hours

Morning generally best

Consider a retreat

Begin with an “icebreaker”

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Some pointers for meetings — first, it’s best to limit your sessions to four hours, preferably first thing in the morning since people tend to get tired in the afternoon. It’s also a good idea to take these meetings offsite so participants can devote their full attention to the task. And to get started, we suggest using an icebreaker that will help loosen up your team and get them ready to participate. You’ll find several in the Appendix.

6 Facilitating a Visioning Workshop

In this section, we’ll outline the process of conducting a Visioning Workshop.

First you should become familiar with the process of leading a Visioning Workshop. To help you prepare for that, you may wish to view a short movie that walks you through the process of running the workshop. You can access the movie using the link shown (www.missionexpert.com/vmovie. It runs around 9 minutes in length and requires that you have Macromedia’s Flash player installed on your computer.

Next you should form your Visioning Team, schedule your workshop and email your invitation. You’ll find a template for this invitation in the Appendix.

To kickoff your Visioning Workshop, you may want to use the slides we’ve included in the Appendix. You’ll use

In the Appendix, you will also find

“Column Markers” that can be used during the workshop to organize the input from your team.

these to explain the process to them and get into the brainstorming session.

During the Brainstorming Session, you’ll want to create “Flash Cards” that will contain all of the statements generated during the session. You can do this using ordinary 8.5” x 11” paper and you’ll find “Column Markers” that you can print out in the Appendix. And as the last step you will conduct the workshop.

You’ll find a summary of the steps we’ve just covered in the Appendix in a document called the Visioning Workshop Checklist.

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APPENDIX

7 Mission Statement Kickoff Meeting

7.1 Kickoff Meeting Checklist

Preparation

Well in Advance

Mission Team identified Proper meeting room reserved

- Whiteboard, markers, erasers

- Flipchart easel

- Laptop, PowerPoint Projector

- Bulletin board or wall suitable fo