The Power of Vision, Purpose and Mission Statements

Chapter 11

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Chapter Objectives
Explain the importance of having a good vision, purpose and
01 mission statement;

Learn and develop formulation of vision, purpose and

02 mission statement; and,

Improve your own organization’s vision, purpose and

03 mission statement.
 Purpose of a Vision Statement

Pictures of the promised land to Provides visible evidence of the

give the journey a destination; organization’s commitment and
priorities;

Sounds a clarion call to rally the Stands as a visible reminder to

troops to the mission ahead; focus people's minds and efforts;

Lights a flame to inspire and excite Declares the standard by which the
them to action; organization would like to be judged.

Anthony D’Souza
(1993)
 Purpose
of a Vision
Statement
James M. Kouzes and Barry Z.
Posner (1999) ; Robert K.
Greenleaf (1977)
1. A mental picture of the preferred and
meaningful future one seeks to create;
2. An answer to the question, “What do we
really want?” that reflects what we care
about the most.
3. An image of how we see our purpose or
mission unfolding and how it fits with our
highest values.
4. A compass that serves as a guide when all
other indicators of direction may cease to
operate.
“There is no freeway to
the future. No paved
highway from here to
tomorrow. There is only
wilderness. Only
uncertain terrain. There
are no road-maps. No
signposts. So pioneering
leaders rely upon
compass and a dream.
“Can a key leader contribute, but
with the use of authority cannot
shape?”
“Indispensable conditions for the
persuasive power of leaders to be
effective is that the institution is
living out a great dream.
Institutions function better when
the idea, the dream, is to the fore.”
 A Vision Statement must be:
1. Clear, simple and easy to communicate so that it gets people’s attention and can be felt or
experienced.
2. Challenging and compelling so that it inspires, provides a motivating force even in difficult times and
moves to greatness.
Motivational Power of Vision Statement

“ If there is a spark of genius in the

leadership function at all, it must lie in this
transcending ability, a kind of magic, to
assemble-out of all the variety of images,
signals, forecasts and alternatives – a
clearly articulated vision of the future that is
at once simple, easily understood, clearly
desirable, and energizing.”
Motivational Power of Vision Statement

President F.W. de Klerk of South Africa opened a prison door and

gave all South Africans hope for place with justice in their troubled
land.
Pope John Paul II gave a captivating vision of forgiveness simply
by visiting the man who had shot him in a prison cell in Rome.

Mother Teresa, through the simple power of love, compassion and

service, became a world celebrity.

Mahatma Gandhi of India, was the embodiment of peace and non-

violence.
 Timeline Infographic
2013 2014 2015 2016 2017 2018 2019

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 Two Criteria for a Powerful Vision
Statement
1. The target or goal should be within sight, but just out of reach.
2. It should be brief and summarized, if possible, in one line of sentence.

1. For God’s Greater Glory

2. We Will Overcome
3. Liberty! Equality! Fraternity!
4. Workers of the World, Unite!
5. I Shall Return

Robert K.
Greenleaf (1977)
Developing the Vision
Select your
mountain
climb

And when
Ensure it is
you are going
the right one.
to start.

Decide how Check why

you are going you want to
to do it. climb it

Work out
what you
need to do.
Vision and The Organization’s History

Why it is there;

Where it is; What are its opinions

for the time?
 Clues For The Future

1st Which individuals and institutions have a stake in the

future of his organization, and what are they trying to
make happen?
3st What early-warning signals might we detect if the
external environment forces were to change
substantially?

2st What could happen if we continue on our present

path without any changes? 4st What future events could happen, both inside and
outside our organization, that would have a big
impact on us, and how likely are they to occur?
 An Effective CEO
Develop a compelling vision of the firm’s future.

Translate the vision into a reality by concentrating on the

keys to success.

Remains deeply involved at the very heart of things, and

spurring the action necessary to carry out the vision.

Motivates employees to embrace the vision.

Constantly articulates the vision so that it permeates all

organizational levels and functions, and taking the
organization where it’s never been before.
 Formulating a Vision
01 02 03 04

A vision engages the A vision asserts what A vision provides A vision is simple.
heart and the spirit. you and your meaning to the work
colleagues want to that you and your A vision is a living
A vision taps into create. colleagues do. document that can
embedded concerns always be expanded
and needs. A vision is something A vision is, by definition,
worth going for. a little cloudy and grand
– if it were clear, it
wouldn’t be a vision.
 Formulating a Vision
01 02 03 04

A vision provides a A vision is based in

starting place on two deep human
which to build more needs – quality and
and more level of dedication.
specificity.
 Importance of the Purpose-and-
Mission Statement
It helps everyone focus on why they It provides the foundation for the
exist as an organization.
S W organization’s policies, methods,
procedures and decisions.

It creates an energizing feeling that

their work makes a difference.
O T It is the starting point for the both
strategic planning and related
operational planning.
 Points to Remember

Clarity of the mission – Communication of the mission

Requires that leaders come to – Reduces inevitable internal
a basic agreement on what is conflicts about departmental
important since a clear mission “turf” or about use of resources
if the foundation for strategic and clarifies the rationale
decisions. behind any changes.

Uniqueness of the mission – Differentiates the

organization from other similar ones.
Criteria for and Effective Mission
Statement
Brief Uplifting

Concrete Specific
Developing The Mission Statement
A. D’SOUZA
(1993)

The Middle
The Top Management Front Liners
Management
 Communicating The Mission

Placing it at the lead

Posting it on bulletin- page for strategic
boards in conference planning documents
rooms and other areas. and operational-
planning documents.

Encouraging division or
Making it clearly department heads to develop
visible at the entrance their own mission statements
of your building. that support the overall
mission of the organization.

Publishing it on your
Reviewing the mission
brochures and perhaps
periodically and
your letterhead and
updating it when
business card.
necessary.
 Setting
Goals and Goals are broad long-term
strategic plans on what you want to
Objectives accomplish. They must be both
realistic and challenging.

Objectives are more technical

and spell out specific time-bound
activities that must be undertaken
and met in order to achieve your
goals.

Goals and Objectives pin down

what will be accomplished, when
and by whom.
 Significant Differences

MISSION GOALS/OBJECTIVES
• BROAD, GENERAL • CLEAR, SPECIFIC
• NOT MEASURABLE, NOT • MEASURABLE, NEARLY
QUANTIFIABLE ALWAYS QUANTIFIABLE
• NO TIMEFRAME, NO • DEFINITE TIMEFRAME,
DEADLINE CLEAR DEADLINE
• FAIRLY COMREHENSIVE • SIGNIFICANT PRIORITIES
ONLY
Thank You
The power of Vision, Purpose and
Mission Statement.