How To Write A Mission Statement That Doesn’t Suck
Chances are your client has a mission statement.
But does it have a mission?
Although that sounds like a trick question, it actually isn’t. Here is a challenge for you: Randomly pick someone from your company’s directory and ask that person what your company’s mission is. Do you think he or she can recite it word for word? I don’t think so. If you do, how much are you willing to bet on it?
Mission statements are a bit like the right shift key on your keyboard: everyone has one, but very few uses it. So, why do they even exist? What should they do? And how to write one that doesn’t suck? Let’s tackle those questions one by one.
Mission statements are a bit like the right shift key on your keyboard: everyone has one, but very few uses it.
History of the mission statement
Although the origins of the term mission go back to religion (Jesuits missionaries,) it entered the business jargon as a battle metaphor. That is not surprising as the business world borrowed most of its vocabulary from the military. A cocktail party talking point for you: Did you know that strategy means “the art of a general?”
From the late 19th century onwards, military literature strongly influenced management practices. The term mission statement made its first appearance in the ’70s. That’s when the business guru Peter Drucker wrote: “A business is not defined by its name, statutes, or articles of incorporation. It is defined by the business mission. Only a clear definition of the organization’s mission and purpose makes possible clear and realistic business objectives.”
The rest is history. The use of mission statements spread virally around the world. The more desirable the mission statement became, the more it was exploited by people who mimicked its form without honouring its substance. Over time, the concept has mutated, every consultant introducing his or her definition of it. By 2000, there was sufficient evidence that mission statements have little or no impact on financial performance.
What should a mission statement do?
As Seth Godin says, “Mission statements used to have a purpose. The purpose was to force management to make hard decisions about what the company stood for. A hard decision means giving up one thing to get another.”
“Mission statements used to have a purpose. The purpose was to force management to make hard decisions about what the company stood for. A hard decision means giving up one thing to get another.” — Seth Godin
Most companies start with a vision. Their founder had an exciting future of the world to be realized. That’s vital, because, without a vision, there would be no sense of direction; all possibilities would have equal values; there would be no basis to judge the relevancy of emerging opportunities. That perfect future is the vision of your company.
Most likely, your company cannot improve the world on their own. Other players must be involved, everyone playing a particular role. So, the role you play in making that perfect future possible is your mission.
A few good examples
Aristotle once said, “Where your talents and the needs of the world cross, there lies your purpose.” We can see the fingerprints of his wisdom in the mission statements of some iconic firms.
“Where your talents and the needs of the world cross, there lies your purpose.” — Aristotle
For instance, Google’s mission is “to organize the world’s information and make it universally accessible and useful.” Simple, noble, vitalizing, and actionable.
Harley Davidson’s mission statement reads as “we fulfill dreams through the experiences of motorcycling.” That is as authentic as it is timeless.
Lego, too, has a wonder-filled mission statement: “To inspire and develop the builders of tomorrow.” Indeed, that’s what Lego does. It infuses children with the joy of building and the pride of creation. It stimulates children’s imagination and creativity. It nurtures the child in each of us.
Compare those mission statements to BMW’s: “To become the world’s leading provider of premium products and premium services for individual mobility.” BMW’s mission statement leaves much to be desired.
First of all, it states a business objective, not an organizational purpose. It doesn’t address the firm’s raison d’ être, which to enable people to experience the joy of driving. Finally, it talks about a future that is centred around BMW, not the world in general.
Six tips for writing a mission statement that doesn’t suck
First, make a list of things that the world needs. Then., make another list of what is unique about your organization. Where the two intersects lies your noble purpose.
Second, forget “what you want to be”. Instead, focus your energy on “what you can become.” Aim high, while having your feet on the ground. Inspire hope while staying realistic.
Third, leave business objectives and financial goals alone. Worst mission statements talk about ROI’s or business targets. Keep in mind that your mission statement’s primary audience is your employees, who want to make a meaningful difference in people’s lives.
Fourth, avoid clichés. Researchers analyzed the mission statement of 301 American companies. Service (230 times), the customer (211), quality (194), value (183), and employees (157) are the most commonly used terms. Try to explain your mission by using authentic, memorable and motivating words.
Fifth, make it easy to remember. Research shows that messages that exceed nine words are more challenging to remember. So, keep it short. Also, write it so clear that a 12-year-old could understand. Where possible, use verbs, not nouns.
Finally, people will have a different understanding of a mission statement. That’s why add the description of the mission statement is (Your role in building the perfect future) in front of your actual mission statement.
