Mission and Vision Statements - Foundational to Successful Change

Written by Don Midgett

Successful leaders and organizations are vision driven rather than problem driven. Some management tools fail to affect any change; but here is one that will, if properly implemented.

Mission and Vision Statements have been crafted by organizations for years. The attention to mission and vision is warranted, as studies indicate that organizations that have Mission and Vision Statements quite simply outperform those that do not.

Here are a few varied snapshots fromrepparttar e-book Mission and Vision Statements: Your Path To A Successful Business Future to showrepparttar 143241 difference these statements can make in your business and life: •A family-owned inn had operated for three generations without turning a profit. The business covered basic expenses, but extra money was always scarce. Within one year of creating a mission and vision statement,repparttar 143242 inn reaped a profit of more than half a million dollars. •The public works organization for a city benefited fromrepparttar 143243 use of mission and vision statements and applying them. “It helped me to get a real team sense and feel for our Department” says a Public Works Director of his mission and vision journey. “I also had more credibility withrepparttar 143244 team. I was able to make it work so that it benefitedrepparttar 143245 employees, so they felt good about their position. It helped give me more credibility withrepparttar 143246 people I worked with and more cooperation from them – a great win-win situation.” •A director for a non-profit organization describes how this approach helped him sort outrepparttar 143247 questions to answer. He says “To see within merepparttar 143248 themes repeating themselves caused me to really focus on what I am about. I found that “catchy” words lostrepparttar 143249 heart of it. Because ofrepparttar 143250 process I soon formedrepparttar 143251 language and passion ofrepparttar 143252 true meaning of what was deep within me.” Asrepparttar 143253 organization continued to align their Mission and Vision Statements with strategic activities and actions, they got results. They increased in size by 50% and many more satellite organizations resulted, all sharing a common mission and continuing to userepparttar 143254 process to refine and reflect their shared vision forrepparttar 143255 future.

The CEO of a financial services company recently went throughrepparttar 143256 e-book exercises to develop their mission and vision statements and he says “our company has benefited greatly sincerepparttar 143257 inception ofrepparttar 143258 mission statement. Every company, family, couple or individual should have one.

Then why is it that in some organizations these statements do little more than signify a loss commensurate withrepparttar 143259 costs: books purchased, speakers and consultants hired, and seminars held. Well, when expectations are not met, these statements are seen as being a waste of time and money and an organization continues to function as it always has.

This scenario plays out too often. Mission and Vision Statements are not solutions – they are tools that must be used by willing and capable managers and supervisors. These tools fail to live up to expectations often because of a lack of upper management commitment. Where Mission and Vision Statements have succeeded there is top to bottom unequivocal support – it is required.

Be Proactive - Covey Habit #1 -part a

Written by Steve Wright

The first Covey Habit is to "be proactive".

Now when I first heard this I thought this basically meant "do stuff". Proactive people to me were people who simply did things rather than sit and watch, they tookrepparttar initiative. So to me this was going to be an easy one, and beingrepparttar 142831 first I thought it should be. WRONG!

Proactivity here is about choice. It's about takingrepparttar 142832 initiative to stop - think - choose. The biggest hurdle for most of us is realising we have choice. Covey separates what happens around us from how we react to it. I'll say that again another way, as it is extremely core torepparttar 142833 chapter andrepparttar 142834 rest ofrepparttar 142835 book: Covey separates what happens to us from how we decide to react to it. At first this sounds like a nice concept, but will it work in reality?

Can you believe it, as I try and write this, my son has set two electronic keyboards to continually play random tunes, it is so loud I can hardly think! So what is happening? There is a lot of noise and I am struggling to concentrate. How am I reacting? I could use my power as a parent to tell him to stop it 'daddy is working' or even go over and unplug it. Onrepparttar 142836 other hand I could accept he wants to do something with me, talk to him about making a time that works for both of us and ask him to let me finish so we can play together sooner. Maybe he does not realiserepparttar 142837 impact ofrepparttar 142838 noise on my concentration. WOW! - would you believe it, he foundrepparttar 142839 noise annoying also and has just turned it off himself.

Let's look at this as Covey would. My initial response of "TURN THAT DOWN!!!" is completely reactive. It'srepparttar 142840 second response that Covey would describe as proactive. I took what was happening around me and chose for myselfrepparttar 142841 response that best worked for me. Initially I felt I had no choice, it was so loud and I just wanted it to stop, my initial reaction was to stop it using whatever I had - in this caserepparttar 142842 authority of beingrepparttar 142843 parent. How much better would have been my second choice?

Proactivity is about accepting that there is always a choice of how you react to things around you. Ok, I can hear you "But surely some things are so basic there simply is no choice". You may not believe me now, but because we can only see through our own eyes, what we perceive as our reality, is often notrepparttar 142844 reality of others.

Cont'd on page 2 ==>
ImproveHomeLife.com © 2005
Terms of Use