In the past two weeks, we have found that our work has been all about articulating purpose, vision and mission.
And it is such fulfilling work. Why? Because it changes and accelerates trajectories.
From one of the most respected financial services organisations to a World-leading arts organisation, we’ve been enabling three of our clients in articulating their purpose, vision and mission, facilitating a way for them to say why they exist, the impact that they have and how they plan to achieve it.
Here’s some examples.
My purpose is ‘to connect others with their innate, natural brilliance.’
The purpose of the natural leader is ‘to link personal leadership with global responsibility’
The vision of the natural leader is ‘enabling leaders to drive sustainable change through exceptional human connection and communication.’
It’s powerful stuff and hard to refine to the end result; one of two sentences for each.
And…
When you get it, it’s powerful.
Infact, it often results in a ‘YES!’ or in the hairs on the back of your arms standing up with the collective or individual realisation that ‘this is why we are here!’
Do the work early and your complete trajectory as an organisation or as an individual leader becomes clear.
AND HERE’S THE SMALL PRINT. We work with entire organisations, with teams and with individual, senior leaders on purpose, vision and mission. The impact is the same. Clarity of direction, the creation of a compelling reason to exist, a new framework through which to make better decisions.
Firstly, let’s do some straight talking. Why bother with it all, isn’t it just ‘marketing’?
No, it’s leadership. In my opinion.
In my experience of working in leadership development, executive coaching, strategic marketing, communication skills, corporation reputation, it’s one of the most fundamental and fulfilling pieces of work any organisation, team, or individual leader can do to support future and exceptional performance.
What are the benefits to having a purpose, vision and mission?
Here are just five themes which, from my professional experience (and not taken from the many academic papers available on the topic) I consider to be key benefits.
Individual performance. Giving your team the reason as to why the business or organisation exists, allows them to align their personal values with their professional ones. Engagement is supported and values are given the opportunity to be consciously and actively aligned. When this happens, individuals try harder, give more and get more. They’re more likely to have more good days at work, because they have a reason for ‘being at work’ not just ‘doing at work’. There is a deeper sense of purpose to their working life. And if there is misalignment, then it’s a quick way to find out that they may enjoy working somewhere else a little more.
Culture. Those working in culture know the importance having shared values, shared beliefs and a shared way of being. Purpose, vision and mission is crucial to aligning this work and in bringing clarity for all. I believe, when and organisation undertakes this, it is evidence that it cares about its employees and is dedicated to talent retention, development and wellbeing.
Leadership performance. To look beyond profit is a conscious choice. When leaders are invited to define the ultimate impact of their business, they are encouraged to look towards a bigger agenda. A purpose acts as a constant reminder, their northern star to be guided by. Their vision defines their future impact. Their mission is a statement of what they are doing to get there.
Business performance and stakeholder engagement. It isn’t just employees that this work supports. When we can articulate, in a nutshell, who we are and what we stand for, it acts as a compelling reason for every stakeholder to be aligned and associated with you. From clients, to suppliers, there is an element of confidence, direction and intention to an organisation who can talk about the impact they are making.
Sustainable Performance. Having purpose, vision and mission articulated keeps us acting in service of a bigger purpose. Externally, it brings consistency in action and behaviours which cultivates trust across all stakeholders. Internally, it provides the guidelines through which to make powerful, long-lasting decisions as a leadership team, often when such guidelines wouldn’t otherwise exist.
Value. We’re big fans of working beyond profit. At the natural leader, we link personal leadership to global responsibilities, accepting that we all only have one ultimate stakeholder, our planet. But, for those who like to be purely commercially focussed, they may be comforted to know that there are many papers that show how purpose-driven businesses have high market share gains, three times faster rates of growth, higher employee and higher satisfaction. The Purpose Dividend, from B-corp was launched in November 2023 and is just one paper that tells you more.
What is the difference between Purpose, Vision and Mission?
Let’s get practical. There are many academic papers, management consultancy reports and theories behind these three terms. Here is our practical, in a nutshell, take on them all.
Purpose: The reason you exist
Vision: Bold and ambitious, this is the impact of you being here. The peak in your trajectory. It states ambition and aspiration. The best outcome. The greatest impact.
It usually begins with To….. or That…
Mission: The present. What you are doing now, to achieve your vision. A statement to define what you are doing and who you are doing it for. It’s what and how, the tangible objectives.
How to create your purpose, vision and mission.
There is a distinct process that we go through here at the natural leader to enable organisations and individuals to discover their purpose. And in essence, the process involves supporting three enablers.
1. Remaining People Centric.
The answers lie in your people, can be reflected in your proposition and never lies in your processes.
The executive. Begin with those who are closest to the business from its outset. What are their values? What prompted them to begin or join the business? What need did they see? Look beyond the ‘thinking’. For example, ‘they saw a gap in the market’ isn’t a clue, instead search to understand the change they wanted to make in the world.
The senior leadership. What are the consistent values? Which common threads keep coming up?. When is this business at its best? What’s the essence of it? Describe the unique attributes that the organisation has?
The entire team. Those on the front line, who engage daily with clients, suppliers or even the media, can often bring a measured perspective and solid examples of how the organisation is different because they are frequently exposed to the external voices.
2. Keep An External Lens.
It is often easier to turn to the internal lens. You want to be the ‘biggest’ or ‘the best’ or ‘to grow by 30%’. These are internal statements. A powerful purpose, vision and mission focuses only externally and assumes that the internal will know how to work towards it.
3. Get Sparky!
Not a technical term or corporate speak, I know. However, looking for the spark in people’s eyes, noticing when their energy changes, understanding what it is for a business or organisation to ‘be at their best.’ In executive coaching work, one of the most wonderful, and arguably most difficult questions we ask is, ‘who are you being when you feel most alive?’
Try asking yourself that question. Do the work and you’ll discover some gold that will eventually lead towards a highly developed sense of purpose.
And we could go on. What’s the aim? To end up with three sentences. One for purpose, one for vision, one for mission.
What does good look like?
In my opinion, here are some of the best.
Vision: Airbnb. ‘Belong Anywhere’
Mission: Google. ‘To organise the world’s information to make it universally accessible and useful
Purpose: Nike ‘To bring inspiration and innovation to every athlete in the World’
And then of course, it’s how you begin to communicate it and live it, but that’s a story for another day.