ARTICULATING THE VISION,

MISSION AND VALUES

 Visionary leaders are uncommon, but they share many

characteristics.The qualities of visionary leaders include
openness, imagination, persistence, and conviction.
The organizations mission is its core. An effective mission
must be right for times, right for the organization, and
right for the people who are working in it.

A strong statement of the organizations central mission and

core values is the foundation for empowering the various
divisions and the individuals within it.

Harold Leavitt, states, Vision, values and

determination add soul to the organization.
Without them, organizations react but do not
create, they forecast but do not imagine; they
analyze but do not question; they act but do not
strive. While path-finding vision, values and
determination are not enough, we cant go very
far without them.

Mission Statement Vision Statement

About

A Mission statement talks about HOW

you will get to where you want to be.
Defines the purpose and primary
objectives related to your customer
needs and team values.

A Vision statement outlines WHERE you

want to be. Communicates both the
purpose and values of your business.

Answer

It answers the question, What do we

do? What makes us different?

It answers the question, Where do we

aim to be?

A mission statement talks about the

present leading to its future.

A vision statement talks about your

future.

It lists the broad goals for which the

organization is formed. Its prime
function is internal; to define the key
measure or measures of the
organization's success and its prime
audience is the leadership, team and
stockholders.

It lists where you see yourself some years

from now. It inspires you to give your
best. It shapes your understanding of
why you are working here.

Time
Function

What is workforce Alignment?

Making sure that everybody understands the purpose and objectives of
the organization, as well as their holistic role in it.
Why is it important?
A soccer team like Barcelona has impeccable talent management and
strategy alignment leading to an impressive trophy cabinet. The business
world is no different. Its even more dynamic than sport. An accelerating
pace of change leads to continuous changes in strategy and thus to
enormous challenges on getting the right talent; AND aligning that talent
to the objectives of the company.
Who cares about Workforce Alignment?
Im 100% sure your CEO does! CEOs are just like any other human
afraid of failure. And any CEO understands clearly that success is the
combination of a strong strategy and a strong execution. Strategy is
always close to their hearts. CEOs are often personally involved in
creating and adjusting a strategy, but workforce alignment is paramount

ALIGNING YOUR WORKFORCE

The process of setting a clear direction is one of the prime function of
leadership. An effective leader must have the skills to create the compelling
vision, a sound awareness of the present situation, together with an analysis of
trends and practical ability to carry out certain actions that will lead the vision
to reality. It is a mix of leadership skills rather than personality that holds the
key to effective leadership.
Strategic visionary leadership implies that the leader is able to develop a longrange vision of what is organization should become while at the same time
creating a pathway of medium and short-range milestones along the way. This
vision must communicated in such a way that people accept it and are
committed to translating it into reality.

 Communication is therefore a key element. Vision and mission must

be expressed in such a way that they become an integral part of dayto-day life in the organization. If one studies group that appear to be
drifting of who have apparently lost their way, the fault is usually a
break-down in communications or a lack of direction. Quite often, it
is both.
Clear direction and effective communication are essential for alignment of the
workforce. Before the leadership of an organization can even attempt to align
their people, they must be absolutely clear about the direction in which the are
going and confident that channels of communication are open, allowing a free
flow of info both ways.
A non-aligned team means that energies are being dissipated in a number of
directions as a result of various factors lack of direction, little coordination,
poor morale and sometimes internal politics. In such situations, organizations or
congregations make little progress in the intended direction.

 An important leadership function is to reduce wasted energies and

align them to focus on the intended direction. This is best achieved by
well-organized management of the process by:
1.
2.
3.
4.

Clarifying the vision, mission and value.

Open communications and feedback.
Straight-forward and effective coordination.
Endless patience.

.It is leaderships role to reinforce the vision and mission by constantly

emphasizing them at every opportunity by involving people in the
visioning process and in decision-making, by welcoming ideas and
recommendations, by countering false rumors and correcting
inaccuracies. Endless patience is particularly required with petty
bickering, internal politics and office gossip. These efforts can be
time-consuming but they are essential if the leadership is to align
followers with their direction.

 Establishing a clear direction is very important. It must be recognized,

however, that alignment may take some time to accomplish.
The leadership team also must exercise patience until they themselves are
clear about the direction before they communicate it throughout the
organization.
The next step is crucial. Every opportunity should be taken to reinforce the
strategy via all relevant means of communication. Leadership must ensure
that everyone understands the direction in which the organization is going
and what their part will be in achieving the aim or mission.
Once the leadership is confident that their people clearly understand the
mission and their individual roles, they are ready to move on to the next
stages of the process, i.e., creating commitment and empowerment.

This is the real test of alignment. It requires self-discipline

by the leadership to stand back, delegate and trust their
people to get on with their jobs. After all, the people out
front are the experts in their particular fields and, provided
they are clear about the direction, they have a ability to
achieve their particular objectives as part of the goal.
Properly aligned organizations tend to succeed well above
expectations when the people out front have the
confidence to use their initiative and make decisions on the
spot, certain that they will be supported by leadership.

ENHANCING COMMITMENT
The organization benefits in many ways when there is high commitment in the work-place. Highly
committed employees have the following characteristics:

1. Care about corporate goals and objectives. They are more willing to put in extra effort to
increase performance and service.
2. Are eager to offer creative ideas on how to improve systems and the quality of goods and
services. Organizations that stand for quality and services are more likely to attract talented
workers who are looking to commit themselves to an organization they can proud of.
3. Are less likely to quit their jobs. Turn-over and absenteeism drop substantially. Committed
employees value their relationships so highly that they may even pass over more lucrative
opportunities.
4. Are happy in their work. They love their jobs, and employee morale is high. The result is
heightened atmosphere of general goodwill and more interaction and cooperation among
individuals and groups. Team spirit comes naturally when people are committed to the
organization and to their co-workers. Teams work together readily as they bond with one
another.