Strategy that Focuses on the Mission

Does your organization have a clearly defined mission, or does your leadership team just work toward achieving specific measurable goals delineated in a long-term strategic plan instead?

Stop reading this blog for a minute, and look at your mission statement.

Now, look at your strategic plan, and the goals outlined for completion by the end of the year (7 weeks from now!).

Can you see a difference, if there is one? How many of the board-approved strategic initiatives fall outside of your stated mission? How many of those goals focus specifically and only on your organization’s basic product or service? Are there any that stretch the bounds of the mission to engage communities that share similar needs?

Strategic planning gurus, John Pierce and Richard Robinson (2011) suggest that a well-defined mission statement clearly states “the unique purpose that sets it apart from other companies of its type and identifies the scope of its operations.” ¹ Furthermore, it is designed to broadly reflect the organization’s intent and addresses the expectations of all its stakeholders; you know, your customers, those you serve, your staff, board of directors/owners, donors/investors, partners, and the general public, all of whom have different needs and expectations.

Strategic plans, however, differ from mission statements in that they are designed and approved by the board to meet specific goals in pursuit of achieving the mission. Many times, however, an organization’s leadership sets goals during the planning process that clearly go beyond the organization’s mission, which can negatively affect its public image, self-concept, growth, vision, and ultimately its survival. In short, they try to be everything to everyone.

The challenge for you as you plan for 2014 is to review your mission statement, and your strategic plan, to ensure that the goals and initiatives outlined therein fit only within the bounds of your mission. Once you can identify the boundaries of your mission, revise the strategic plan and say no to those tasks, projects and programs that don’t meet those requirements.

Very often, it is hard to say no to a particular stakeholder who feels that the organization “must” do this. However, it’s even harder on your organization, staff and other very limited resources to say yes when a service, project or program doesn’t fall within the boundaries of your mission.

In short, you can be good at a lot of things or, you can be awesome on just those few that actually fulfill your mission.

Reference:

Pearce, J.A. & Robinson, R.B. (2011). Strategic management: Formulation, implementation and control (12th ed.). New York, NY: McGraw-Hill/Irwin.

Before founding her own consulting firm, Dawn Gannon served as a respected management professional in the nonprofit military, higher education, and healthcare fields for 25 years. Dawn’s commitment and personal mission to improve the lives of others through service to the community focuses on providing administrative and volunteer management, consumer education, public outreach, event planning, relationship-building efforts, and strategic planning. She is also a published author on the topic of childfree living.