Como você pode ajudar os executivos a criar uma declaração de missão inspiradora?

Mission statements only matter if in fact it is 'alive' in that its action based in strategy, products, customer experience, culture and behavior et al. Otherwise, it's simply words on a page. If organizations are actually going to have an alive mission statement, then it requires that it be genuine, achievable, and absorbed by all as part of the DNA to truly be 'engaging'.

An example of assessing the current situation is to meet with people: key stakeholders and talk with them about their own points of views. identify core values, strengths, and unique aspects of the organization with HR Always Involve key stakeholders, gather input, and focus on crafting a statement that reflects a compelling vision for the future while aligning with the organization’s values and aspirations. Later on plan a 360 Assessment

Mission is the cornerstone of why you exist! Who are you serving and how are you serving them? It’s within this context that assessment matters. You always need to be grounded and know your edge within a market to attract the clients or customers desired. SWOT analysis is situational and provides this context. It may shift how you deliver over time but not the core of why you exist!

In order to have a realistic and authentic mission statement one must understand that the mission statrment shall be valid and applicable to all employees. Therefore the SWOT analysis shall include Shareholders, Management level, as well as employees from other levels of the organization. A 360 ° view is essential in order for the mission to be relevant and to represent them all.

One of the most profoundly revealing aspects for a compelling mission is your origin story. In my experience of helping clients discover and define their culture, the stories of adversity, challenges, and triumphs emerge. Before writing a mission statement, spend time revisiting these core stories to help you understand your unique purpose. You’ll hear things like, “In the early days we had to…” or “Remember when we almost lost ____?! We had to risk everything to survive!” The stories may not be that dramatic, but they serve to remind you and your team Who we are, How we’re uniquely better, and Why we are optimistic about our future. These stories bring emotion and deep meaning to help you write a mission statement that resonates.

In defining your company or organisation's core purpose WHY, on top of the What questions in the paragraph here aside you should first ask yourself and your organisation the WHY questions. Understanding you why through powerful questions, i.e. short open ended questions, will help you define your purpose, the reason your organisation will follow you and will deliver outstanding results. I recommend people to look into the Golden Circle from Simon Sinek. The Golden Circle is a concept that he introduced in his book "Start with Why" and popularized in his TED Talk. You start with the WHY, your Purpose, to then define the HOW, your strategies to get the WHAT, your deliverables.

Het is van belang om als leider niet alleen naar ‘buiten’ te kijken bij het vormen van een nieuwe missie en strategie, maar zeker ook naar ‘binnen’. De lijn, verbinding leggen van binnen naar buiten is essentieel. Dan heb ik het niet alleen over ‘binnen’ in de organisatie, maar ook over de binnenwereld van de leider zelf. Het is immers geen toeval dat de leider op die plek van de richtinggever in de organisatie ‘terecht gekomen is’. Als de leider op de juiste plek zit, wil dit zeggen dat er een verbinding is tussen de binnenwereld van de leider en die van de organisatie. Wat drijft de leider? Welke bijdrage heeft hij/zij te leveren? Welke verlangens, kwaliteiten, schaduwkanten spelen daarbij een rol?

Zum Leitbild gehört auch dazu, sich die Frage zu stellen: - Was bedeutet unsere Arbeit für Menschen, insbesondere für unsere Kunden? - Wie verbessern wir das Leben unserer Kunden? - Mit welcher Motivation ist das Unternehmen ursprünglich gestartet? - Warum tun wir, was wir tun?

This is the most critical step in my opinion. The purpose lays down the foundation of the very existence of the organisation. It should be simple yet powerful. It should give a sense of empowerment to all the stakeholders.

Directed questions can help with reflections on correcting routes. Identifying the purpose that drives a person is very important so that they learn to enjoy what they do and have the necessary use to achieve their future goal.

Sumo algunas ideas y conceptos desde la experiencia de trabajarlo a nivel personal con clientes, con familias empresarias y con instituciones dado que de una u otra manera la esencia es la misma, cambia a quiénes impacta. MISION: qué y hacia quiénes de nuestro hacer, nuestra razón de ser o de nuestro negocio/proyecto según sea el caso. PROPOSITO: El Para Qué? (como un fin más alto) VISION: Imagen futura de corto, mediano o largo plazo sobre la situación deseada desde la que vendremos para actuar y construir ese futuro acercando la brecha desde HOY. Valores: con base emocional, declamados y puestos en práctica en la diaria cimientos tomados culturalmente (familia, sociedad etc no elegidos conscientemente y en la adultez podemos reelegir)

Absolutely crucial steps in organizational development! Crafting a compelling vision and values that align seamlessly with our defined purpose. Asking questions like "What are our aspirations?" and "What standards and beliefs guide us?" to articulate a vivid future and establish the principles shaping our culture. Employing techniques like brainstorming and storytelling for a holistic approach, ensuring our vision and values resonate across the organization!

An effective mission statement is your company's North star, but your core values & core behaviors put your mission statement to work for you. Your core values determine how & why your company will consistently outperform the competition. I help my clients with a unique process of discovery by looking into the past, the present and into the future to determine how excellence looks. Core values were present during the formation of the company. "We'll never compromise on this..." "We promise to do this..." This is where Core Behaviors are born and used in 3 powerful ways: 1. Innovative solutions 2. Continuous improvement 3. Developing people Core values & behaviors when done well will be the success drivers of your mission statement.

Make sure there are no more than 5 values, so people can easily remember what they are. Most importantly, they must actually mean something, not just look good on paper. The leaders need to walk the talk and consistently align their behaviours and actions with the values of the company.

Principles and ethics are vital for an organization. Therefore both, a vision AND a set of values are important. These matter a lot as far as impact is concerned.

The mission cannot just be created and left as it is. We need to keep testing and validating it so that we know that we are headed in the right direction.

Il s'agit ici de clarifier l'ensemble de la mission et en particulier des objectifs et se poser la question est-ce que l'atteinte des objectifs a des impacts négatifs, lesquels et anticiper un plan d'action car rien de plus frustrant que de constater que des objectifs atteints emportent par exemple un désenchantement des équipes ou une perte de valeur etc ... Réfléchir, avec un effort de projection / de visualisation, à l'étape d'après qui peut aussi inclure la non atteinte ou l'atteinte partielle des objectifs et activer son ressenti.

Una forma de “testear” o validar la misión trabajada por un equipo ejecutivo es formar un Comité de Cultura conformado por diversos “líderes informales” o referentes dentro de la empresa que puedan validar la declaración de la misión. Con esto lo que se logre es que 1) se valide y 2) se genere la sensación de pertenencia y que no solo que fue hecha por la alta dirección. Una vez valida, ajustada y aprobada por este comité de cultura, se puede “bajar” al resto de la organización. Sería ideal que la difusión de la nueva misión see comunicada por los mismos miembros del comité.

Important that the values are tangible for all stakeholders. For example, what does "Innovation" look like every day, what does it sound like, what does it feel like, and what is the impact. These values need to be modeled, promoted, and identified by the leaders of the company or they lose their meaning.

No ano de 2023 eu fiz uma formação de Conselheiro de Administração de Empresas pela PUC/PR e fui assessorado por um Coach Executivo, que além de aplicar um assessment e discutir os resultados comigo, me ajudou na reedição da minha visão, missão e valores pessoais. A experiência foi excelente, e super indico porque o exercício permite clareza e aprofundamento daquilo que é significativo para você e o seu momento de vida e o rumo de futuro que você quer dar pra sua vida pessoal e profissional. Super válido confrontar suas "verdades" e consolidar em algo que você possa ler e ter orgulho de declarar pra si mesmo. Show de abordagem!

Close your eyes and imagine your brand as a living, breathing entity. It has a heart that pumps passion, a mind that thinks rationally, and a soul that feels deeply. The best brands - the ones we remember, the ones we love - they're the ones that masterfully blend these physical, emotional, and logical elements into one extraordinary experience. An experience that you cherish, an experience that they treasure. An inspiring mission statement is a compass that points true north, a lighthouse guiding us through stormy seas. A good mission statement doesn't just declare your brand's purpose; it builds bridges, connecting your brand to your customers' hearts. Before you write it, feel it.

The manner in which a Mission Statement differs from a Vision Statement is that the Mission Stm focusses on the Company's present whereas the Vision Statement is more future looking. In his book Find Your Why, Simon Sinek emphasizes on starting with the Purpose and the Vision of the organization and then work yourself outward. Executive can learn from this and first focus on WHY does their organization exist in the first place- the WHY! Only then they need to draw a solid relation between the Why and the What and How. The idea is to craft your Mission Statement by keeping all your stakeholders in mind and with their thoughts and ideas. When mission statements are crafted by just the Top leadership, they often sound lofty and fake.

Condense the company's mission into a few brief sentences. Avoid writing an extended essay, as this brand building tool serves a different purpose. The mission statement should be closely linked to the brand, making it memorable. Lengthy and prolonged prose tends to be forgettable in most cases.

An inspiring mission statement does not have to fit the existing company, but the company should align itself and develop according to the mission statement. It is not about marketing what already exists, but about describing a challenging and attractive target state. To develop such an inspiring mission statement, you need creativity, foresight, courage and the joy of progress. If necessary, take a playful approach. That often helps to break the ice...

En mis mentorías con directivos, mi metodología se enfoca en primer lugar, en explorar la misión personal del propio ejecutivo. A través de entrevistas, identifico valores, fortalezas y visiones a largo plazo, construyendo una declaración de misión personalizada. Luego, contrastamos esta declaración con la misión de la empresa, asegurando una alineación que refuerce la identidad y contribución del ejecutivo. Es esencial que la misión organizacional esté centrada en el cliente, garantizando una conexión auténtica y coherente entre la visión individual y los objetivos empresariales. Este enfoque promueve una cultura empresarial sólida y orientada hacia la excelencia en la experiencia del cliente.