Mission, Vision, Values — verbiage or part of leadership?
Modern handling of organisational development
Almost everyone in professional life has already read about mission, vision and values.
For most, however, it remains with one aspect: elevator posters. New management is appointed or gradually replaced. Of almost pathological obsession are the efforts to perform immediately recognisable actions visible to every person in the organisation. One could get the impression that it is a competition to see which manager is most visible with their activities. Unfortunately, that’s where it usually ends: visibility. Effectiveness and efficiency do not play any role in these actions. Thus, most employees often look incomprehensibly at those elevator posters and perceive them as a marketing activity.
The question remains: are mission, vision and values part of leadership work in an organisation?
What it is about
The mission is about demonstrating why your organisation exists in the first place. The answer “We exist to make a profit” is not very motivating and does not answer the question of meaning in any way. What service and which delivery do you provide? What about the execution of your services? What aspects are important to you here? How are operational and tactical levels involved? What results, added values, and benefits does your organisation offer? What about the customer’s view of your organisation?
Vision is about looking into the future. Especially in today’s world, orientation is all the more critical. However, stick to realistically foreseeable time frames. A “Vision 2040” seems almost ridiculous, especially in this day and age. You need neutral expertise if you want to look into the medium and long-term future. Not opinions, but facts. No wishes, but science. Therefore, it is not suitable to invite non-neutral business club contacts, which will only confirm your agreed opinion anyway. Nor do rent-a-mouths, such as self-proclaimed “speakers”, help, who usually pseudo-manifest their unfounded opinion with an equally unfounded opinion book. Facts are the crucial factor that moves humans to listen to you.
The values concern those values which are not only claimed but the ones by which your leaders and staff live and work. In case of misconduct in the past, personal apologies are mandatory. In case of gross misconduct, people are to be removed from their positions or the organisation — without a golden handshake.
Only if you approach this seriously can the matter lead to success.
Marketing & more
That these activities are accompanied by internal and external marketing is neither wrong nor reprehensible. Understandably, investments in terms of money and time should yield an appropriate return. Unfortunately, marketing takes the lead in the matter too often, resulting in advertising campaigns that only cause head-shaking disbelief among the staff.
The process is a bottom-up process that a top-down approach can never replace. Consult employees and actively involve them. Use multipliers and (elected) persons who speak for groups, departments and business units. Only in this way can results be achieved concerning mission, vision and values, which will not only be supported by employees later on but openly promoted. Credibility, participation and sustainability are only three of the essential terms in the course of execution.
The question posed at the beginning can thus be answered with yes. Aspects such as mission, vision and values are part of leadership. The times of the CEOs, managers, and executives, who only hours before a big event briefly browse through a few prefabricated slides to pretend to have a genuine interest in the matter, are over. Management squads of this kind are detrimental to your organisation. Therefore, proactively ensure that your management work is committed, participative and sustainable in the medium to long term. Your employees, current and future, will thank you for it.
Sustainable leadership in an organisation is crucial to you?
Let’s talk: NB@NB-Networks.com.