A mission statement is an explicit statement of the values of an organisation. It generates:

• the principles in accordance with which the organisation acts
• the standards against which it is willing to be judged.

As such a mission statement is a hostage to fortune.

If the organisation lives up to the values expressed in its mission statement, acts in accordance with the principles derived from it and meets the standards it generates the organisation will be securing its morale and strengthening its reputation. If, on the other hand, it fails to live up to these values, it leaves itself open to charges of hypocrisy, weakness and/or ignorance from inside and outside the organisation: morale will be low and reputation shaky.

Successful organisations do not leave such matters to chance: they take steps to ensure that the values expressed in their mission permeate the everyday behaviour of everyone in their organisation. They ensure their mission statement is effective.

THE EFFECTIVE MISSION STATEMENT

The effective mission statement is one that is actively helping everyone in the organisation to live up to the values it expresses. It is a touchstone for every aspect of organisational behaviour. In expressing values that everyone in the organisation understands and shares it ensures that everyone in the organisation is:

• striving for the same goals
• working in accordance with the same principles
• adhering to the same standards
• fostering organisational morale
• securing the organisation’s reputation
• determining the character of the organisation.

The six step process outlined in this book will help you to ensure that your mission statement is effective.

CLARIFYING ORGANISATIONAL PURPOSE

This book has been written for chief executives who are interested in:

• clarifying organisational purpose, the better to focus on organisational goals
• revitalising their organisation, improving morale and generating commitment
• managing change effectively and generating the support of everyone within the organisation.

If you are such a person (or hope to be) this book will help you to:

• make explicit the values that underpin organisational culture
• express these values in a ‘living’ mission statement
• implement systems by which to ensure these values permeate organisational behaviour.

Every organisation, whether in the public, private or voluntary sector, has values. These values underpin the ‘feel’, ‘ethos’ or ‘culture’ of the organisation. Quite often these values are not explicit. Nevertheless they are there and they are major determinants of morale, reputation and organisational character.

There are times in the life of every organisation when circumstances suggest a need to stand back and reflect on those values and to recognise the demands they make. Such circumstances arise, for example, when:

• a shake-up is needed to boost morale, secure reputation, improve performance
• radical change is imposed from without by developments in technology, innovations in the sector, new statutory regulations
• change is imposed from within by a new management, a crisis of culture, a merger with an organisation that does things differently
• a significant organisational failure mandates a radical rethink of organisational policy.

Such situations cry out for a return to first principles – to the values that underpin the organisational mission. If your organisation is facing any of these situations then this book will help you plan your response.

The six step process is designed to ensure that whatever has triggered your decision to stand back and reflect on your organisation’s aims and values, your reflection will be practical, principled and productive.

AIMING FOR THE LONG-TERM

Two assumptions underpin the recommendations in this book. They are:

• The more people who can be involved in making the decisions that affect them the better.
• The strong leadership necessary for success is consistent with a style of leadership that empowers others.

Involving everyone

Research has shown that when people are involved in making decisions about changes that affect them, they will:

• be committed to, and prepared to take responsibility for, change
• be more innovative and creative in their response to difficulties, more willing to tackle inertia in themselves and others
• feel valued, trusted and empowered, more likely to identify with the organisation
• attach more significance to their work, understanding more about how it fits into the overall picture and its impact on others.

Such feelings and beliefs make a significant contribution to organisational morale.

Accordingly the first golden rule underpinning the recommendations in this book is:

Wherever possible and practical involve everyone affected by a decision in the making of that decision.

Adherence to this rule will admittedly make it more difficult for your organisations to make decisions. But it will greatly increase the effectiveness of those decisions.

Leading by empowering

One of the key competencies for modern leaders is emotional intelligence. This involves:

• high levels of self-monitoring (awareness of one’s own emotions)
• excellent listening skills
• the ability to:
  • read social and emotional cues
  • see things from others’ perspectives
  • adapt behaviour to suit the situation
  • identify, express and manage feelings
  • control impulses and delay gratification
  • resist negative influences.

Emotionally intelligent leaders bring out the best in those they lead by empowering them, treating them with the dignity they deserve as partners in the quest for success.

Accordingly the second golden rule underpinning the recommendations in this book is:

Lead by empowering your people and by modelling the behaviour you expect from those who lead under you.

Adherence to this rule will create an atmosphere of confidence in which everyone feels free to share their ideas, offer constructive criticism and experiment with new ideas.

INTRODUCING THE SIX STEP PROCESS

The six steps are:

• 1.Identifying, with your community, the organisation’s core values.
• 2.Reviewing current practice to identify:
  • present success in living up to these values
  • opportunities for further work.
• 3.Identifying concrete objectives for each department and individual.
• 4.Planning and implementing desirable changes.
• 5.Monitoring and evaluating progress and success.
• 6.Recognising and rewarding effort and achievement.

In taking step one you will be clarifying the purpose of your organisation in such a way that everyone understands its raison d’être. Step two will help you to identify where your organisation currently stands in relation to the values identified at step one. This will enable you to build on your strengths and eliminate your weaknesses.

At step three you will involve everyone in deriving from the organisational mission practical objectives the achievement of which will help to secure your mission. At step four you will develop and implement strategies by which to ensure that these objectives are met. Step five involves setting up systems by which to ensure that your goals are being achieved by your strategies. Step six will keep everyone motivated in their pursuit of success.

FINDING YOUR WAY THROUGH THE BOOK

Chapters 1 and 2 take an in-depth look at the nature of values, comparing and contrasting the role they play in the lives of, respectively, individuals and organisations.

These chapters are a necessary preliminary. In reading them you will acquire the confidence you need to understand and discuss values with the others in your organisation and your community.

Chapters 3 to 8 will guide you through the six step process, exploring:

• the contribution made by each step
• practical approaches to each step
• illustrative case studies.

Chapter 9 considers ways to ensure that your mission statement remains effective over time.