Have You Been Selling Your Mission Statement Short?

Your company or church might have a mission statement.  This mission statement might be up on a wall somewhere, maybe even in plain sight.  It might be on your bulletins or marketing materials.  Hundreds of your employees or congregants might even have it memorized.

But there is a threshold with mission statements that fewer than most fail to cross over.  This threshold stands at the place where well-wishes start to become reality.  Mission statements, really, are for those who have not yet accomplished much of their mission, at least not enough to build any sort of natural momentum.  They are there to remind people why it is they do what they do…to increase drive and morale.

The danger with mission statements is that they can very easily simply remain words.  For some, it’s the rote line people throw out there when there’s little to no anecdotal evidence of mission-come-reality.

The difference, I think, is expectation.  Do you really expect your nebulous, pie-in-the-sky mission to be real and tangible?  Can your product really improve the quality of life?  Does your church see transformed lives?  People come at it from different angles; for example some may just be glass-half-full people…and that’s cool.  Those are always good to keep around.  But the dangerously explosive kind are those that have a deeper belief in what they’re doing.  They are the ones that can nearly see God himself roaming the halls of the church, or visualize people’s lives being made well after using your product.  These are the world-changers.

Mission + Expectation = Transformation

What would happen if you took the leap, today?  To cross the threshold and added a dose of expectancy to your mission and purpose?



One thought on “Have You Been Selling Your Mission Statement Short?

  1. A mission statement should drive everything an organization does. It gives meaning to the “why’s” it’s a rallying cry that can move people to action. The problem? People don’t believe the words because the words do not drive decisions, nor does the written mission typically drive behavior and the behaviors usually conflict with real vs. written values.

    Alignment. Alignment creates a mission that drives behaviors, the shared behaviors create a culture where everyone moves in the same direction at the same time. If someone wants to drive a world-changing organization they need people to believe them and the written mission statement.

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