Many strategic planning processes begin with the planning team creating mission, vision, and values statements. The theory behind such efforts is that defining a shared purpose and long-term organizational objectives is vital to the planning process and to implementing the strategy.
By the same token, some strategy specialists question the need for putting mission, vision, or values statements in writing at all. One of their main objections is that a great many of the statements that result sound generic and aren’t truly actionable. Another complaint is that people often mistake vision statements for mission statements and end up creating more confusion than clarity.
The Difference Between Mission and Vision
A mission statement defines the fundamental purpose of the organization—its customers, critical processes, and benchmark level of performance. The focus is on the present. A vision statement, on the other hand, describes what the organization wants to become. It concentrates on the future. It is a source of inspiration and a compass heading for decision-making.
Which Comes First, Mission or Vision?
Of course, the answer is it all depends. But here’s a rule of thumb: For start-ups, new programs, or plans to re-engineer current services, vision tends to guide mission. For established organizations, however, which typically have clear-cut, implicit, or timeless missions, the enduring mission tends to guide the changing vision. Either way, the organization’s purpose and destination, which are described by the mission and vision, serve as a compass to keep the strategic plan on course. As a strategic plan is being developed or revised, it helps to stop occasionally and ask, “Is what we’re talking about right now consistent with our mission and vision?”
Do Values Statements Help in Strategic Planning?
Values are guiding principles that express the core beliefs and norms of a group or organization. They’re often rooted in ethical themes and are intended to provide a framework for decision-making. Values do seem to be useful in the strategic planning process when they apply across the entire organization and create a framework for management best practices. Then, values provide helpful guidelines for choosing among a variety of possible goals or objectives. The jury is still out on whether values statements improve organizational performance. There’s abundant evidence, however, to show that staff morale and retention rise and fall to the degree that espoused values align with values in practice. These findings suggest that written values are advisable for organizations that practice what they preach.
When Do Mission, Vision, and Values Statements Help the Most?
To serve any practical purpose, mission, vision, and values statements have to be assimilated into the organization. It’s not enough to post statements that executives came up with on the walls. In order for the effort it took to create these statements to pay off, the organization needs to:
- Find creative ways to involve as many people as possible in the mission/vision/values creation processes.
- Steer clear of generic, wordy, or business jargon in favor of clear, specific, and relevant language.
- Encourage people to craft personal visions that align with the organizational vision.
- Communicate these principles system-wide through many mediums.
- Relate and reinforce stories that demonstrate the mission, vision, and values in action.
- Embody and enact vision and values in management practices.
- Define short-term objectives that are compatible with the long-range vision.
Effective Mission, Vision, and Values Statements in a Nutshell
- Clear and simple (unambiguous)
- Optimistic (describe a bright future)
- Memorable (use engaging, non-stereotypical phrasing)
- Realistic (aspirations are attainable)
- Aligned (reflect the true culture)