A Different Way of Looking at the Leadership Environment
Missions, Followers and Leaders
Article 6 in a Series
By Two Guys From Stillwater, Minnesota
John Buettner and Bob Molenda
Missions, Followers and Leaders
We had nightmares last week after trying to know what we knew and then hunt around trying to know what we did not know about what has changed. Our brains hurt and all we could think about was Donald Rumsfeld talking about people who knew what they knew and some of his friends who did not know what they did not know about almost anything. This got to the point where we almost forgot why we were here. Was there even a category for knowing what we did not know, then forgetting it? Ouch! Oh Yes, thanks for reminding us that we all need to accomplish a Mission or at least make progress on one for our own Enterprise.
It seems logical that everyone here should know what our mission is. Missions are a little like a “Tug of War”. Everyone here should be at least pulling in the same direction on perhaps the same rope, too. Have you ever played a game and nobody told you what the goal line was? Or what the strategy of a team was to get the ball to or through the goal? Of course not!
If that makes sense, then you probably think it is not too surprising for an enterprise to have some goals or missions that it needs to accomplish for it to meet the expectations of its stakeholders.
Why would any enterprise not have goals or missions that it needs to accomplish, you might ask? You might come to the conclusion that a leader would have a difficult time getting people to follow in an environment where there is no apparent mission.
So, leaders and followers need to have a “Mission Statement”. Another observation that you might have is that a leader needs to measure progress toward achievement of the mission. These followers and stakeholders that we mentioned need to know about things like progress toward the goal or completion. It really helps if the mission is worthwhile or better yet, essential to the enterprise.
By the way, here is another thought! I did not mention the “Boss”, I mentioned “Stakeholders”. Do this “Mission Thing” for them. The boss is one of them and may appreciate your effort involved in looking at the bigger picture.
So, the need for leadership arises when something worthwhile needs to be defined and accomplished by an enterprise. We need team members (Followers) to assemble and agree to accomplish whatever is deemed worthwhile. After thinking about this, then one of the roles of the leader is to keep the team moving toward accomplishment of whatever is deemed to be worthwhile for enterprise.
That which is worthwhile and needs to be accomplished by more than one person is one of many Missions in the enterprise. I hear you saying, “Now, I remember, this was one of the A, B and C’s we heard about a few weeks ago.”
A mission in the context of a leadership role typically refers to a clear and concise statement that outlines the purpose, values, and goals of the organization or team that the leader is responsible for. It serves as a guiding principle, providing direction and focus for decision-making and actions. A well-defined mission statement should answer fundamental questions about the organization’s or team’s reason for existence, what it aims to achieve, and the principles that will guide its behavior. It often reflects the core values and beliefs of the leader and the organization as a whole.
For leaders, a mission statement helps align the efforts of team members toward common objectives, fosters a sense of purpose and identity, and provides a framework for evaluating progress and success. It can also inspire and motivate individuals within the organization, fostering a shared sense of direction and commitment.
Hey, here’s another idea! What if the Leader also had a “Personal Mission Statement”, a shining light to use when it is dark, lonely and there are no easy answers to complex questions?
A mission statement is also an essential tool for leaders to communicate their vision and expectations, both internally to the team and externally to stakeholders and the broader enterprise. It acts as a compass that helps leaders make decisions that are consistent with the overall purpose and values of the organization or team. That’s what Leaders do. Besides, nobody has ever complained about a few compasses lying around when it gets dark and stormy, either.
While you are using that compass that was lying around, you might also do something for yourself, too. What better time than this to run up the “Banner” on your own Personal Mission Statement and show everyone how it fits in with the Overall Mission Statement itself. This is showing everyone what you stand for and what they can depend upon from you at any time.
The existence of a “Mission Orientation” when leaders are working with a team is often overlooked in many organizations. Always ask for it. From a Leadership point of view, what is important is to have a clearly identified and communicated Mission Statement for the team and to have some leadership and followership competencies that are in concert with completing the mission for the benefit of the enterprise.
We all now know that if there is no Mission Statement, there is no need for a team effort, nothing worthwhile can be accomplished and there is no need for leadership.
If there is no Mission Statement, there is no focus of followers toward accomplishment or awareness of such an effort’s worthiness to the enterprise.
In summary, if there is no goal for the team, there is no need for followers or leaders. If there is no Mission Statement, the Leader’s role is to provide one that is acceptable to the enterprise.
If we don’t know the vessel’s destination, we Followers and Stakeholders should be very careful about boarding the enterprise’s vessel.
Previous Articles: A Different Way of Looking at Leadership
Links:
Article 1: Picking Fresh, Ripe Leaders
Article 2: Looking for the Leadership Button
Article 3: Anybody Here Want to be a Follower?
Article 4: Do We Know What We Know after 2,574 Years of Leadership Studies?
Article 5: Knowing What We don’t Know about Leadership
Next Time: Article 7
Plumbing Change, Keeping the Old and Adding New Components
