Performance Programs

Customizable Performance Programs
Developing Mission, Vision, or Core Values:

Mission, vision and values are supposed to be the North Star of strategic planning, the beacon by which organizations set their strategic compasses and then align their everyday priority setting. However, many organizations have either out dated Missions or have failed to properly identify and communicate their mission, vision, and core values.

The development of well-written vision, mission and values statements signals intent and direction, allowing employees the freedom to put their own mark on implementation – an essential part of enthusiastic execution and good governance. A periodic review of mission and vision compels the executive leadership team to agree on the organization’s long-term direction, set a new course if required or to get the organization back on track. Jim Collins makes a strong case in his book Built to Last that embracing a vision is part of what separates truly exceptional companies that have stood the test of time from other companies. Of course it’s much more than coming up with a catchy slogan that will look great on a t-shirt.

As a facilitator, I can work with your team or board to frame your organization’s mission, vision and values. It takes perseverance, the courage to set your own stamp on the results, and a desire to live the results rather than tuck them away on a website and forget them.

Make sure the team shares the same definitions:

Mission statements
  • Describe the overall purpose of an organization: what we do, who we do it for, and how and why we do it.
  • Set the boundaries of the organization’s current activities.
  • Are the starting point in developing a strategic vision.

A mission review gets an organization back to basics. The essential activity of determining whom you serve can be a wake-up call for organizations that have started to skew their activities to meet the needs other stakeholders (such as their funders or lobby targets) and not their actual clients.

Vision statements
  • Describe an ideal future.
  • Reflect the essence of an organization’s mission and values.
  • Answer the question, what impact do we want to have on society?
  • Unite an organization in a common, coherent strategic direction.
  • Convey a larger sense of organizational purpose, so that employees see themselves as “building a cathedral” rather than “laying stones”.
Values statements
  • Reflect the core ideology of an organization, the deeply held values that do not change over time.
  • Answer the question, how do we carry out our mission?
  • Are the values your organization lives, breathes and reflects in all its activities, not the ones you think you should have.

We will work with you every step of the way through this process to create a new direction, energy, and engagement level for every member of your organization.

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