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Leadership Planning in 2017: Create Your Mission Statement

blank-sign-1316376-638x421Dorothy in the “Wizard of Oz” movie famously proclaimed to her dog, “Toto, I’ve a feeling we’re not in Kansas anymore.” Well, neither are we!

In these transformative times, it’s essential to insure that your mission statement mirrors the direction in which your organization must travel. Your mission statement from two years ago needs to be created anew and critiqued for its timeliness and purpose.

This will take some time, which it should so that the result is worth the effort. It is not a one-hour conference call. Gathering stakeholders and getting them to focus on this will be key to creating a mission statement that everyone can buy into.

To start, here are a few key questions:

  • What type of organization do you want to be known as?
  • Are you proud of the statement?
  • Is your team inspired by it?
  • Who curated it? When?

Your Mission is Your Foundation

Your mission statement is the foundation on which you then build your corporate behavior. It’s also an ethos that can/will permeate your organization. Many of my clients go deep with this process. It’s quite valuable and healthy to pinpoint specific behaviors with which you will govern your company.  It’s the litmus test to so many decisions you and your executive team will make throughout 2017.

Does Your Team Get It?

A mission statement is also a recruitment evaluation tool. As you interview throughout the year, look for individuals you feel can embrace your mission statement. As you coach your “A”, “B” and “C” players reflect on this mission statement and notice they’re level of connection and ownership of it. In my next post, we will look at what to do about those who don’t get it.

Does the Outside World Get It?

It’s all well and good that you create a mission statement that works internally. However, does it resonate with clients, partners, prospective employees? How people describe your company and its achievements “out there” is critical in shaping your company’s brand. A few questions to ask here are:

  • What adjectives do you want clients and the general public to use to describe your organization?
  • How important is it for everyone to embody these behaviors?
  • What behaviors will you commit to?
  • What behaviors will distance you from your competitive set?

How Does Your Mission Shape Your Culture?

Once you create your cultural values you, on a de facto basis, create a covenant of behavior with your organization. That’s how powerful this process can be.
This set of values governs how people relate to one another, procure business and manage client relationships.

Some companies labor over their mission statement…intensely choosing each and every word after much debate. But then, when it’s “done” it disappears from the day-to-day culture exhibited by those who represent the mission….your teams! They must have a sense of ownership for the mission if it is to become a guiding force behind everything the company sets out to achieve. Get your teams involved and ask them these questions:

  • What is our culture based on?
  • How important is hard work?
  • How important is having a team of hungry executives striving for strong client relationships?
  • How important is winning in the marketplace in 2017?
  • How essential is new business versus driving existing client loyalty?

Creating a new mission statement at this time of year is a very rewarding, healthy process to go through. It instills in everyone a sense of pride, ownership and responsibility to your organization and the difference it makes in the world. The world needs it.

Do you know your company’s mission statement? Does everyone? Let me know what help you need. -SG

Promote From Achievement, Not Longevity

“We should promote Ben. He’s been here the longest and we’ve passed over him twice.”

Leaders, ever hear a colleague say this? Too many times, people are promoted because they’ve simply stuck around even though they’ve not achieved results. This is not good for anyone, especially the one being promoted.

What’s Been the Plan?

In the example above and you are the leader of the group, speak with Ben’s manager and find out if Ben’s been orphaned developmentally.

Ask yourself, or the manager, these questions to find out where things stand for Ben:

  • Does Ben have a development plan? Did he agree to it?
  • When was he reviewed last? What was the outcome?

The greatest way you can contribute to Ben is to have a formalized conversation with him about his developmental areas. Let him know you appreciate his loyalty and you want to promote him if he raises his skills to a higher level. Next, mutually create his development plan with his manager so that you all own it.

Create Structure

Quite often leaders have development conversations on an ad hoc basis versus a structured basis.

Ben needs the structure…and so do you.

When you have the development conversation, bear in mind that you are contributing to Ben, NOT castigating him. Most leaders need coaching in how to deliver tough feedback.
There are many ways to be candid with Ben and retain his desire to grow.

Know Their Goals

Developing employees must include understanding what’s important to them. Ben will have personal goals, which you need to know as you map out his growth. You can also observe his actions and note towards what projects, actions, and clients he gravitates, a sure sign that this is where his passion lies and that a certain client type/group is where he finds satisfaction. Set him up for success by capitalizing on those while also creating a plan to develop skills that will help achieve the goals YOU have for him too.

Ben must buy into this plan or it will fail. Make sure you get agreement from him, and his manager, to create a covenant that will move his development, and your department, forward.

Have an employee like this? Use these tips and, let me know how it goes!

Leadership Development Case Study: Arsenal Capital

Steve Giglio accelerates and anchors change in an organizationThe person who said “change doesn’t happen overnight” had not met Steve Giglio. Steve accelerates the change you want by quickly influencing the behaviors of your executives. Then he anchors the longevity of that change by remaining engaged with the executive, tracking progress and providing direct counseling during challenges.

Case Study

Arsenal Capital Defines Company Messaging Through Executive Training

The Situation:

“We needed an outsider to hear how we communicated our company’s core values and help us streamline our brand to be powerfully effective,” says Terry Mullen of Arsenal Capital.

Steve immediately noticed Arsenal’s message was too complex. It needed to be distilled down to the point where it could be easily understood, and it needed to be flexible enough to address diverse audiences. Steve rigorously studied Arsenal’s industry, finding areas where the company’s messaging and the market needs were at odds. He then worked with four top-level executives, tailoring programs to fit the company’s messaging needs and the skill sets of each individual.

The result:

Arsenal Capital now has consistent and concise messaging that can be tailored to any audience. Steve Giglio was able to pinpoint the company’s value proposition and the unique services offered. He created a communication standard that ensures an accurate presentation of the company to investors. The changes he initiated are now used for all communications efforts.

ALSO SEE:
Return on Executive Investment
Superior Team Management
Increased confidence and peace of mind

Arsenal Capital ED Case Study

Steve Giglio accelerates and anchors change in an organization

Case Study

Arsenal Capital Defines Company Messaging Through Executive Training

The Situation:

“We needed an outsider to hear how we communicated our company’s core values and help us streamline our brand to be powerfully effective,” says Terry Mullen of Arsenal Capital.

Steve immediately noticed Arsenal’s message was too complex. It needed to be distilled down to the point where it could be easily understood, and it needed to be flexible enough to address diverse audiences. Steve rigorously studied Arsenal’s industry, finding areas where the company’s messaging and the market needs were at odds. He then worked with four top-level executives, tailoring programs to fit the company’s messaging needs and the skill sets of each individual.

The result:

Arsenal Capital now has consistent and concise messaging that can be tailored to any audience. Steve Giglio was able to pinpoint the company’s value proposition and the unique services offered. He created a communication standard that ensures an accurate presentation of the company to investors. The changes he initiated are now used for all communications efforts.

ALSO SEE:
Return on Executive Investment
Superior Team Management
Increased confidence and peace of mind