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Making your Mission and Vision Statements Work: How to Align Words with Actions

By Jonathan H. Westover, PhD

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Abstract: Effective mission and vision statements are crucial tools for guiding organizational strategy and culture. However, statements often fail to fully translate from words on paper into concrete actions and outcomes. This article examines why mission and vision statements commonly fall short of their potential and provides a research-backed framework for ensuring true alignment across all levels of an organization. Through exploring common pitfalls like lack of employee buy-in and generic language, the brief outlines best practices for leadership, socialization of staff, and strategic integration of principles into operations. Tangible tactics are discussed, such as involving employees in crafting statements, continuous training and recognition programs, and tying resource allocation to mission-driven goals. Real-world company examples demonstrate successful application. When diligently executed, comprehensive alignment allows mission and vision to permeate daily work and transform organizational performance into a sustainable competitive advantage.

As strategy consultants and organizational leaders, we know the value of developing mission and vision statements for companies and non-profits. Done right, these statements can rally employees, inspire customers, and guide strategic decisions. However, all too often beautifully crafted statements gather dust on websites and in annual reports rather than transforming culture or driving day-to-day operations.


Today we will explore how to make mission and vision statements truly work from both a theoretical and practical perspective. Specifically, I discuss common pitfalls that can cause a disconnect between words and actions, highlight best practices for alignment across all levels, and provide tangible tips and examples for bringing mission and vision to life.


Why Mission and Vision Statements Don't Always Work as Intended


There are many reasons why mission and vision statements may fail to achieve their full potential. Among the most common are:


  • Lack of Buy-In from Employees and Leadership: Rather than involving staff in crafting the statements, they are developed in isolation by executives or consultants (Alegre et al., 2016). This top-down approach breeds indifference and cynicism rather than shared ownership.

  • Ambiguous or Generic Language: Vague, meaningless statements like "To be the best" provide no clear guidance (Lencioni, 2002). Teams do not know what behaviors or decisions help further an ambiguous mission.

  • Separate from Strategic Planning and Decision Making: The mission and vision are not integrated into ongoing strategic discussions and used to evaluate initiatives (Bart & Baetz, 1998). They become detached from the real work of the organization.

  • No Accountability or Incentives: There are no mechanisms to measure if actions are congruent with the statements or consequences if they are ignored (Ireland & Hitt, 1999). Without accountability, compliance is optional.

  • Assumption They Will Self-Actualize: Organizations assume their mission and vision will naturally take hold without intentional socialization efforts (Cho, 2013). Statements need active promotion and reinforcement.


To ensure mission and vision statements fulfill their promise, organizations must address these common pitfalls through diligent alignment efforts across all levels as discussed in the following sections.


Aligning Leadership to "Walk the Talk"


Strong and active leadership support is critical to embedding mission and vision into organizational culture and operations. According to Collins and Porras (1996), "truly great visions are instilled through personal example rather than passed down through manuals and guidelines." The following leadership behaviors are particularly important:


  • Lead by Example through Personal Conduct: Executives must visibly demonstrate the values that shape mission and vision through their daily actions (Denning, 2011). Any contradictions undermine credibility.

  • Reference Statements Frequently in Communication: Leaders should refer to mission and vision verbally and in writing when making decisions, setting priorities, resolving issues, and more (Beaird, 2007). This keeps principles top of mind.

  • Hold Self and Others Accountable: Evaluate both individual and departmental performance based on alignment with mission and vision using measurable key performance indicators (KPIs) and link rewards to outcomes (Maclagan, 1999). Leaders must "walk the talk" in terms of accountability.

  • Promote a Sense of Purpose: Connect strategic objectives and day-to-day tasks to how they advance the cause articulated in the statements through communication and storytelling (George, 2003). This inspires employees.


For example, the CEO of Habitat for Humanity regularly spotlights how specific local projects help achieve their vision of a world where everyone has a decent place to live. His actions role model their values while energizing staff.


Aligning Employees through Socialization


Once senior leadership serves as powerful advocates, organizations must thoughtfully socialize employees on mission and vision. Alignment at this level requires:


  • Onboarding and Training: Thoroughly introduce new hires to statements and explain their importance using targeted materials and discussions (Sanger, 2013). This establishes expectations for contribution.

  • Communicating Successes: Highlight real-world examples that showcase the impact of individuals and teams living the mission through their work (Bart & Hupfer, 2004). Stories inspires future efforts.

  • Employee Engagement Initiatives: Actively involve staff in strategic planning and solicit mission-driven program ideas that empower grassroots ownership (W.K. Kellogg Foundation, 2017). Two-way participation builds buy-in.

  • Recognition Programs: Publicly acknowledge exemplary efforts, behaviors, innovations, and results aligned with mission and vision through rewards and accolades (Ireland & Hitt, 1999). Positive reinforcement cements the behavior-outcome link.

  • Continuous Education: Revisit statements regularly through refresher trainings, sharing outcome metrics, and discussions to maintain awareness as the organization and environment change (Allio, 2005). Ongoing dialogues prevent drift over time.


For instance, at Virgin Pulse they hold "Living the Mission" week each quarter that includes learning sessions, volunteer activities in the community, and employee spotlights to keep core principles vibrant.


Aligning Operations through Integration


The most powerful way to create lived mission and vision is weaving the principles deep into strategic and tactical operations. This requires:


  • Strategic Planning Integration: Use mission and vision as the starting point to define high-level goals, strategies, metrics related to objectives like quality, growth, innovation, social impact, etc. (Bartkus et al., 2000). Directly tie major initiatives to advancing the "why."

  • Performance Metrics: Establish quantifiable KPIs at departmental and individual levels to track process, outputs and outcomes that matter most to the mission and can influence organizational success (Phipps, 2012). Hold managers accountable for contributing.

  • Resource Allocation: Prioritize human, financial and other capital expenditures that move mission and vision-centered strategic goals forward most efficiently (Doherty & Horne, 2002). Funding follows perceived relevance.

  • Product/Service Design: Intentionally craft offerings, client experiences, policies and processes to deliver on purpose while meeting customer needs (Ployhart, 2015). Align the "how" with stated principles.


For example, TOMS ties each shoe style and collection concept to its mission of improving lives through the specific causes supported by purchases. This brings strategy, value proposition and operations into mission-driven lockstep.


Turning Statements into a Competitive Advantage


When mission and vision serve as an organizational north star seamlessly steering strategy, culture and daily work, they can turn into a source of sustainable competitive differentiation. Specifically:


  • They attract "mission-fit" talent passionately committed to the cause, resulting in higher motivation, retention and performance (Bart & Baetz, 1998).

  • They create a sense of higher purpose that energizes staff to go above and beyond, fueling increased effort, innovation and ability to execute through challenges (Bartkus et al., 2000).

  • They foster a coherent brand identity, messaging and client value proposition that resonates deeply with key stakeholders in a way generic competitors cannot replicate (S.D. Klepper, 2010).

  • They guide smart resource allocation toward high-impact opportunities, driving efficient growth of social, environmental and financial outcomes relative to diffuse strategies (Hollensbe et al., 2014).


Well-executed alignment ultimately allows mission-driven organizations to outperform in targeted areas that create a sustaining advantage, as seen at companies like Southwest Airlines and UPS which embedded service and efficiency into their identity.


Conclusion: From Alignment to Transformation


In today's complex business environment, mission and vision statements are more important than ever. However, their power remains untapped without diligent and comprehensive alignment efforts across leadership, employee and operational dimensions. By addressing common pitfalls, conscientiously rolling out socialization practices, and strategically integrating principles at all levels, mission and vision can cease being fancy front-end marketing and truly become an organizational mobilizing force. Their guiding light then transforms strategic decision making, permeates the culture and work experience, inspires exceptional results, and establishes a sustained differentiator in the marketplace. For practitioners seeking to make mission and vision truly work, I hope the research-backed framework and examples provided in this brief serve as a useful roadmap for elevating words into transformational actions.


References


 

Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.

Suggested Citation: Westover, J. H. (2024). Making your Mission and Vision Statements Work: How to Align Words with Actions. Human Capital Leadership Review, 13(3). doi.org/10.70175/hclreview.2020.13.3.12

Human Capital Leadership Review

eISSN 2693-9452 (online)

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