by Seth Godin
(or your business development team, your fundraising team or your pr folks)…
- Who are you trying to reach?
- Why do they decide to support us?
- What do you need in order to make this happen more often?
by Seth Godin
(or your business development team, your fundraising team or your pr folks)…
A mission statement is a statement declaring the purpose of an organization or company — the reason for this company’s existence. A mission statement provides framework and context to help guide the company’s strategies and actions by spelling out the company’s overall goal. Ultimately, a mission statement helps guide decision-making internally while also articulating the company’s mission to customers, suppliers, and the community.
It’s important to note the distinction between a mission statement and a slogan. A mission statement is not a marketing tool designed to grab attention quickly. While it should be catchy and memorable, a mission statement is a thoughtful declaration designed to articulate the goals and philosophies of a company. A mission statement is also not a business plan. A business plan is an organized outline of your ideas about how the business functions.
A mission statement differs from a vision statement. A mission statement says what the company currently is; a vision statement states what the company hopes to become. A mission statement is also not a business plan. A business plan is an organized outline of your ideas about how the business functions.
A mission statement is not an evergreen statement. As a company evolves over time, the company’s mission and intent may also change. A good rule of thumb is to revisit the mission statement every five years to see if it needs to be fine-tuned or rewritten. A mission statement will keep your company on track, but it shouldn’t become stale or irrelevant.
What does a mission statement include?
Written by Mansur Hasib
As IT managers and leaders, it is our job to foster the professional growth of everyone who works on our team. If we do not do this we are failing as leaders.
I have had many discussions on the topic of training with both employees and managers. Many IT managers are afraid that certifications will make their employees more marketable and allow them to find better opportunities. Employees are frustrated that their managers do not allow them to grow and so eventually they leave to find better opportunities to learn and to grow professionally.
When I was negotiating my budget as a CIO, I asked for and received $2,000 per year for every employee that could only be used for travel or training. It required the consultation of supervisors and could be used for a conference or even a certification. Since some training is more expensive, employees were allowed to trade and give someone their training dollars for one year so they could get it back from the recipient in a subsequent year. At times I was able to recruit someone simply because I had this guaranteed annual training benefit.
Values must support your organization’s purpose and desired future. Ask first, “What are our values?” Then ask, “Do our values enable us to fulfill our purpose and our potential?
“Vision is a clearly articulated, results-oriented picture of a future you intend to create. It is a dream with direction.” In short, vision is a combination of three basic elements: 1) a significant purpose, reason for existence, 2) a clear picture of the future, and 3) the underlying core values.
In my last two posts, I discussed the elements of purpose and picture of the future. This post focuses on the third element – values.
Our values are our deeply held beliefs about what is right and good, evoking standards that we care deeply about. They drive our behaviors and decisions, trigger our emotions, and can fuel a passion that drives commitment, even in the face of obstacles and change.
An engaging vision, one that captures our hearts, does so because it clearly resonates with our core values. When a group of people discover they share the same values, there is a significant increase in energy, commitment and trust.
Values must support purpose… Leer más “To Create an Enduring Vision, Values Must Support Purpose”
If you’ve not read Stephan’s writings then welcome. For 21st century leaders, the over dependence on managers to make decisions is a bottleneck to progress. Though it may keep change resistant managers happy, it leaves many dissatisfied. Stephan offers up some insights to move away from the staleness inherent in inflated importance. This is part one of two.
If Your People are not Thinking, You are Failing as a Leader
Meet Gary. He is the leader of a small organization and a very “hands on” guy. He makes a point of knowing about every single detail in the organization and gets involved in the detail 90% of the time. He further prides himself in his problem solving abilities. He is the “go to guy” and likes the fact that people look up to him when they have a problem. He gets involved in all the decision making processes in the organization. In his mind he plays a vital role in solving problems and making important decisions. Gary is convinced he is a very effective leader and his contribution plays an important role in the success of the organization.
The sad truth is Gary is not a very effective leader. The way he leads people creates a culture of dependence on him as leader in the organization. This results in people not thinking anymore, becoming lazy to solving problems and losing confidence to make decisions on their own. Through his behaviour Gary stifles the creative genius of the people he leads. By not affording them the opportunity to think and come up with solutions to problems and challenges, he has made them dependant.
Gary is not only doing the organization a disservice, but himself as well. By focussing so much on solving other people’s problems, he neglects development areas in his personal leadership, such as coaching and setting direction. He spends most of his time involved in problem solving mode, stealing time he could have spent more productively.
Successful leadership means your followers don’t need you around for them to be productive. They can operate without you. Once you set the direction, they move on their own accord towards the goal. This means as leader you can spend your time on motivating, coaching and course correcting. A successful leader allows people to make their own decisions. It means they must be able to face problems and come up with solutions, without involving the leader in the process of getting to the solution. To achieve this, people in the organization must think for themselves.
People need to be trained to think. It may sound strange, because doesn’t thinking come rather naturally? The truth is very few people actually learn to think in terms of problem solving. Thinking skills like lateral thinking, thinking out of the box and analytical thinking, unfortunately does not come without training.
As a leader it is your job to help people to develop these skills. At first it will take a lot of effort and will not be easy, especially if your organization has a culture of dependency. It will also take effort from your side, because you will have to trust people to come up with solutions and make the right decisions. You will have to deal with wrong decisions and mistakes as part of the growing pains.
Being available as coach to guide and give advice will become your primary function during this transition. The good news is there is a process you can follow to make it easier to train people in their thinking processes.
Boris Groysberg (firstname.lastname@example.org) is a professor of business administration at Harvard Business School. Michael Slind (email@example.com) is a writer, editor, and communication consultant. They are co-authors of the book Talk, Inc.: How Trusted Leaders Use Conversation to Power Their Organizations (HBR Press, 2012).
In our experience, it’s rare for a diverse group of headstrong Executive Education participants from around the globe to agree on anything. Yet earlier this month, when we surveyed a group of leaders who attended the Driving Performance Through Talent Management program at Harvard Business School, 92% agreed that the practice of internal communication “has undergone a lot of change” at their companies “in recent years.”
While the sample size in this case isn’t large — about three-dozen leaders took part in the survey — these participants make up a highly representative group. They hail from every part of the globe, and from organizations small and large (with head counts that range from about 200 to more than 100,000). They occupy senior positions in fields that include sales and talent management, and they work in industries that range from manufacturing to health care to financial services.
That survey result reinforces a finding that we’ve observed elsewhere in our research: in company after company, the patterns and processes by which people communicate with each other are unmistakably in flux. The old “corporate communication” is giving way to a model that we call “organizational conversation.” That shift is, for many people, a disorienting process. But it also offers a great leadership opportunity.
Our research has shown that more and more leaders — from organizations that range from computer-networking giant Cisco Systems to Hindustan Petroleum, a large India-based oil supplier — are using the power of organizational conversation to drive their company forward. For these leaders, internal communication isn’t just an HR function. It’s an engine of value that boosts employee engagement and improves strategic alignment.
Broadly speaking, there are four steps that you can take to make your approach to leadership more conversational. (In future posts, we will address each of these points at greater length.)
1. Close the gap between you and your employees. In our survey, we also asked respondents to name the biggest employee communication challenge at their company. In response, one participant cited the need to “move away from top-down communication.” Another highlighted a “disparity between the senior management team and middle management due to low transparency.” Trusted and effective leaders overcome such challenges by speaking with employees in ways that are direct, personal, open, and authentic.
2. Promote two-way dialogue within your company… Leer más “Changing the Conversation in Your Company”
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