Purpose thinking has certainly given vision/mission thinking a uplift given: companies have begun to think more consciously about their reason for being and their impact. But 15 years after Simon Sinek published his Golden Circle launched, I think we are back to square one. Most vision documents I get to see are a functional and generic description of an organization's goals and ambitions. Usually what it says is "true," but if you want to inspire an organization and move it somewhere, these are not effective mission-statements.
Just a (anonymized) example: "Our mission: to promote health in region X in close cooperation with regional healthcare partners, train new healthcare professionals and conduct scientific research. We are especially proud of the exceptional top care provided by our centers."
That brings me to the question of what an organizational perspective (purpose, mission, something with which you direct and by which you can measure everything) must meet. Then I come to at least the following qualifications:
- Future-oriented
- Directional (i.e., specific)
- Ambitious
- Inspiring (positive impact)
- Sincere conviction
Not to mention in practice: that it is lived through and that all employees can connect with it and feel invited to contribute to it. In my book OXYGEN I explored this further.
Many good examples
Fortunately, there are also many good examples. To get a better feel for them, I'll mention three:
- "Creating a world where beauty is a source of confidence rather than fear"
Dove is actively committed to positively influencing the self-esteem of all women, especially young girls, and inspiring them to make the most of their lives. - "Creating a better daily life for as many people as possible"
To offer a wide range of well-designed, functional home furnishing products at the lowest possible prices so that as many people as possible can afford them. - And 1 of my personal favorites, from Patagonia: "We're in business to save our home planet"
Making the best product, not causing unnecessary damage, using business practices to arrive at and implement solutions to the environmental crisis.
The main reason I see is that most missions are made with a rational-analytical mindset and not from a feeling-charged and lived conviction, inspiration and desire.
It is a missed opportunity for many organizations with a rational-instrumental and general vision-mission to generate energy and engagement in their own organization and to position themselves as an attractive employer.
Not to mention pulling, pushing, dragging. It can be done differently!
By Jempi Moens, Hilversum July 11, 2024
