A mission statement can help a company and also an individual to stay on track with what they are planning to do when they have many options to choose from. It tells you which of your qualities and/or values are helping you to achieve your goals (in case you want to further develop any of them). And it tells you how you want to make an impact in actions and also in desired outcomes.
A mission statement is a formal summary of the aims and values of a company, organization, or individual.
Creating a mission statement is not simple for most people. And in practice you can expect to read and re-read your efforts quite a few times while improving on it often until you finally feel that it is a good reflection of what you are trying to accomplish and achieve and how you plan to do it.
The download resource below takes you through a series of questions which you answer from your own perspective.
Answeringthequestions is easier than crafting the final statement. Do take your time answering the questions and feel free to keep editing it until you feel there is nothing more you can add to it. The more answers you have, the easier it might be for you to highlight the final aspects which you want to include in your own mission statement.
Use your answers to fill in the blanks in the draftmissionstatement area.
Put your draft mission statement up on the wall maybe where you bush your hair or your teeth so you can readitoften. Be sure to keep a pen or pencil handy so you can easily add comments to it as you read it on a regular basis and consider how satisfied you feel about it as a mission statement.
Editing would include using better words to describe something or shortening a phrase with just one word that better brings the message across in a more succinct manner.
When you no longer feel further editing is required, your mission statement is complete. For some people they reach the end of editing when they feel in their gut that the statement inspires them and just “feels right”. Others reach the point of just mentally feeling it fully includes all the key aspects that are important to them as individuals. Only you would know when you have reached the point of having completed the exercise.
Keep your mission statement somewhere on your phone or in your diary where you can easily refer to it in times of feeling overwhelmed by options and opportunities. Use your mission statement to help you choose what to focus on when you feel distracted or need to choose which volunteer role you want to take on next.
Have fun with it. It is a great process to help you get clarity on what matters enough to you to strive towards achieving and contributing to this world.
In many diagnostic tools for leaders and teams there is a scale which indicates how far the leader or the team is on a ladder between two opposite behaviors or style preferences. This could be for example critical evaluation on the one end of the scale and compassionate encouragement on the other side of the scale. (see example below).
These kinds of results are often used to coach and develop leaders and teams towards a desired behavior or culture. In many cases the distinction between the “right” behavior and the “wrong” behavior is more linked to the situation at hand, associated risks and/or the person you have in front of you than a simplistic view of correct behavior. For example it may be less desirable behavior to be overly critical in an evaluation of someone who is new to the role and the company or team. In another instance where the risks are high and the people on the team very experienced it may be more appropriate to perform a critical evaluation in the event of a major failure to achieve desired outcomes than to offer supportive encouragement.
This leads to the concept of managing or working with both of the ends of a linear scale. Choosing both sides in terms of developing leaders and teams can help them to have a bigger capacity to choose the right response depending on the situation. The key is to develop awareness in them. Encourage leaders and teams to embrace more than one behavior or style to respond to specific situations or a tasks.
If we go back to the example above. You may be coaching someone or guiding a class of developing leaders through an exercise and this approach may be useful. Ask them to first of all identify the extreme ends of a scale of possibilities. Then identify for both extremes – the possible positive outcomes from that approach and also the possible negative outcomes.
In a class situation you can also assign it as an exercise between two or more people to brainstorm together.
Once the exercise is complete you can lead a discussion with examples from the class or the leader you are coaching. When may it be appropriate to use one or the other behavior for the best outcome? You can also choose to ask groups that had completed the exercise to prepare a demonstration (role-playing) to show the appropriate way to respond to a situation based on an example they discussed in the group. Or you may choose to provide some case-studies where the leader or class have to identify which may be the best approaches. These practical exercises will further help your participants understand the choices that they have as leaders when facing different situations and how to at least evaluate the best path forward before they go into action.
As a followup action you can ask participants or your coachee to capture examples they come across in the next few weeks/months where they had to make a choice between two opposite approaches and used the exercise above to identify the potential positive and negative outcomes. When using this approach one will will not necessarily avoid mistake or guarantee the most effective approach. The process of pausing and considering options will make the leader or team more effective over time and will improve decision-making.
Some examples you could consider for the exercise above:
Working independently vs working in groups/teams
People focused vs Task focused
Having a structured (fixed) approach vs a creative/open approach
Formal vs Informal approach to others
Monitoring others closely vs holding them accountable for outcomes created
This approach does not invalidate the tests which offer leaders and teams valuable insights into their own typical approaches and style preferences. This is merely another way to approach the outcomes from those tests to help develop more adaptable leaders and teams, which is highly needed in the current environment where change has become a constant and successfully working across borders, cultures and generations have become essential.