Mission Statement eBook

Mission Expert: Creating Effective Effective Mission and Vision Statements

Additional copies may be obtained at http://www.missionexpert.com/book Please do NOT distribute this e-book to others. It is for your use only. only. Unauthorized distribution constitutes theft of intellectual property.

Copyright 2004, Strategy Planning Institute and StratPlan Software, Inc. Mission Expert is a registered trademark of StratPlan Software, Inc. The names of other companies and products mentioned herein may be the trademarks of their respective owners.

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Table of Contents 1

Introductio Introduction n ........................... ........................................ ........................... ............................ ............................ ............................ ............................ ............................ ............................ ............................ ............................ ...................... ........ 4

1.1 2

B usiness Planning Framework ........................... ........................................ ........................... ........................... ........................... ........................... ........................... ............................ ............................ ................ 7

Overview of the Mission Statement Creation Process............... Process.... ........... ........... ..................... .......... ........... ........... ..................... .......... ........... ........... ................. .......... ....... 8

2.1 2.2 2.3 2.4 2.5 3

The Mission Statement .......................... ........................................ ........................... ........................... ............................ ............................ ............................ ............................ ............................. ......................... .......... 10 Vision Statement vs. Mission Statement ........................... ......................................... ........................... ........................... ............................ ........................... ........................... ...........................13 .............13 Goals..................................... Goals................................................... ............................ ............................ ............................ ............................ ............................ ........................... ........................... ............................ ...........................16 .............16 Core Values........................... Values......................................... ............................ ............................ ........................... ........................... ............................ ............................ ............................ ............................ ...........................17 .............17 Installing Your Mission Statement .......................... ....................................... ........................... ............................ ............................ ........................... ........................... ............................ ...................... ........ 20

Conducting Conducting a Visioning Visioning Workshop Workshop .......................... ....................................... ........................... ........................... ........................... ........................... ............................ ............................. ...........................21 .............21

3.1 3.2 3.3 3.4 3.5 4

Visioning Process........................ Process..................................... ........................... ............................ ............................ ........................... ........................... ............................ ............................ ............................ ...................... ........ 23 Brainstorming ............................ ......................................... ........................... ............................ ............................ ........................... ........................... ............................. ............................. ............................ ...................... ........ 23 Clustering...................... Clustering.................................... ............................ ........................... ........................... ............................ ............................ ........................... ........................... ............................ ............................ ...................... ........ 25 Naming............................... Naming............................................. ............................ ............................ ............................ ............................ ............................ ........................... ........................... ............................ ............................ ................ .. 25 Reflecting ........................... ......................................... ............................ ............................ ........................... ........................... ............................ ............................. ............................. ............................ ............................ ................ 25

Creating Creating Your Mission Mission Statement...... Statement.................... ........................... ........................... ........................... ........................... ........................... ........................... ............................ ............................ ...................... ........ 26

4.1 4.2 4.3

Creating your goals ............................ .......................................... ............................ ............................ ............................ ............................ ........................... ........................... ............................ ...........................29 .............29 Creating your Core Values ........................... ........................................ ........................... ............................ ............................ ........................... ........................... ............................ ............................. .................. ... 30 I nstalling your Mission Statement......................... Statement....................................... ........................... ........................... ........................... ........................... ........................... ............................ ......................... .......... 32

5

Facilitating Facilitating a Team in Creating Creating a Mission Mission Statement Statement ........................... ......................................... ............................ ............................ ............................ ............................ ...................... ........ 33

6

Facilitating Facilitating a Visioning Visioning Workshop.......... Workshop....................... ........................... ........................... ........................... ........................... ........................... ........................... ............................ ............................. ................. ... 35

Appendix....................... Appendix..................................... ........................... ........................... ............................ ............................ ........................... ............................ ............................. ............................ ............................ ............................ .........................36 ...........36 7

Mission Mission Statement Statement Kickoff Meeting....................... Meeting.................................... ........................... ........................... ........................... ........................... ............................ ............................. ............................ ................ 36

7.1 7.2 8

Kickoff Meeting Checklist ........................... ......................................... ............................ ............................ ........................... ........................... ........................... ........................... ............................ .................... ...... 36 K ickoff Meeting Invitation ............................ .......................................... ........................... ........................... ............................ ............................ ........................... ........................... ............................. .................. ... 37

Visioning Visioning Workshop....................... Workshop.................................... ........................... ............................ ............................ ........................... ........................... ............................. .............................. ............................. ........................ .......... 38

8.1 8.2 8.3 9

Workshop Invitation.................................. Invitation............................................... ........................... ............................ ............................ ........................... ........................... ............................ ............................ ...................... ........ 38 Visioning Workshop Checklist ........................... ......................................... ........................... ........................... ........................... ........................... ............................ ............................ ...........................39 .............39 Visioning Workshop Kickoff Slides ............................ .......................................... ........................... ........................... ............................ ............................ ............................ ............................. .................. ... 41

Meeting Meeting Icebreakers............... Icebreakers............................. ........................... ........................... ............................ ............................ ........................... ........................... ............................ ............................ ............................. .................... ..... 43

9.1 9.2 9.3 9.4 9.5 9.6 10

Who Am I? ............................ .......................................... ............................ ............................ ............................ ............................ ............................ ........................... ........................... ............................ ...........................43 .............43 To Tell the Truth .......................... ........................................ ............................ ............................ ........................... ........................... ............................ ............................ ............................ ............................ .................... ...... 43 Why Are You Here? ............................ ......................................... ........................... ............................ ........................... ........................... ............................. ............................. ............................ ...........................43 .............43 Who Is This? ........................... ......................................... ............................ ............................ ........................... ........................... ............................ ............................ ............................. ............................. ........................ .......... 43 We’re So Alike........................ Alike...................................... ............................ ........................... ........................... ............................ ........................... ........................... ............................ ............................ ...........................44 .............44 Telephone.................................... Telephone...................... ........................... ........................... ............................ ............................ ........................... ........................... ............................ ............................ ............................ ...................... ........ 44

Sample Mission Mission Statements Statements ........................... ......................................... ............................ ............................ ............................ ............................ ........................... ........................... ............................ ....................... ......... 45

10.1 10.2 10.3 10.4 2004

Honeywell Corporation..................... Corporation................................... ............................ ............................ ........................... ........................... ............................ ............................ ............................ ............................ ................ 45 Wendy’s International............................ International.......................................... ............................ ........................... ........................... ............................ ........................... ........................... ............................. ......................... .......... 45 Kelly Services................................ Services............................................. ........................... ............................ ........................... ........................... ............................ ............................ ............................ ............................. .................... ..... 46 Unocal Corporation................. Corporation.............................. ........................... ............................ ............................ ........................... ........................... ............................ ............................ ............................. ......................... .......... 47

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10.5 10.6

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Reynolds Metals Company................................ Company.............................................. ........................... ........................... ............................ ............................ ............................ ............................ ...........................48 .............48 Avis Rent a Car ........................... ........................................ ........................... ............................ ............................ ........................... ........................... ............................ ............................ ............................ ...................... ........ 49

11

Sample Organization Organizational al Core Values.............................. Values............................................ ........................... ........................... ............................ ............................ ............................ ............................ .................... ...... 50

12

Visioning Visioning Column Markers Markers .......................... ........................................ ............................ ........................... ........................... ............................ ........................... ........................... ............................. ......................... .......... 56

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1 Introduction

Mission Statements have been a part of working life, in one shape or form, since man’s first days of business and commerce. Over the years, many different approaches have been formulated for structuring the processes for creating, installing and maintaining Mission Statements within an organization.

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Much of this activity has been driven by historical evidence that shows that organizations with documented Mission Statements are almost 30 percent more likely to succeed and be profitable than those without. The process we will be embarking on is meant to help swing those odds in your favor by providing you with a streamlined process for creating an effective Mission Statement. There are plenty of ways to write a Mission Statement. In fact, one of the biggest challenges of creating one is sorting through all the books that suggest they have the right way to do it. Each starts from a different vantage point and presents new “laws” or principles to be used in creating it.

There is also a tendency for different authors to use different meanings for the same or similar terms. Structure varies too. Perhaps the only point of agreement is on the benefits of having a Mission Statement versus none at all. This book is derived from our multimedia software product: Mission Expert. It essentially covers all of the concepts and examples covered in the software. You’ll also find many of the templates in the appendix. Using the material in this book, you should be able to create a very effective Mission Statement. However, we’ll take just a few sentences to describe what is also included in the software. If you are interested in upgrading, please be sure to check into the special pricing you will receive as an owner of this book at http://www.missionexpert.com/bookupgrade.

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Mission Expert contains up to seven modules depending on the edition you’ve purchased. In the Startup Edition, you will have access to these three modules that contain everything you need as an individual in creating a mission statement and related set of core values and goals. Mission Expert User Interface

In the Company Edition, it is assumed you will be leading a team in the development of your mission statement and will also have the ‘Mission Facilitator Guide’ which is a presentation to help you as the team leader prepare for guiding your group. You’ll also have several additional templates and checklists designed for conducting efficient meetings. In the Enterprise Edition, you will have all of those capabilities PLUS three additional modules and associated tools for conducting a Visioning Workshop. All of the presentations in Mission Expert are tailored to two distinct audiences, the facilitator and the mission or vision creation team. The modules highlighted in red, are meant to be viewed only by the team facilitator or project manager while the topics shown in blue are meant to be viewed by the mission team as the target audience. Mission Expert also includes a Resource Kit that contains all of the tools and template files for streamlining various parts of the process. It helps eliminate up to half of the administrative tasks and includes Mission Expert’ s unique Mission Statement Creator utility that helps you draft the first version of your Mission Statement .

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1.1 Business Planning Framework Creating a Mission Statement is actually the first of three steps that we propose as part of an overall business planning framework. Once you have your Mission Statement in place you may want to go on to conduct a SWOT analysis for your organization.

Business Planning Framework From Vision through Execution

Mission Statement Creation

SWOT Analysis

Execution / Project Management

•

Vision

•

Strengths

•

Milestones

•

Mission Statement

•

Weaknesses

•

Action Plans

•

Goals

•

Opportunities

•

Delegation

•

Values & Principals

•

Threats

•

Measurability

A SWOT analysis is a method for identifying the opportunities that currently exist for your organization as well as things that may represent a threat. It also takes you through a process for identifying the strengths and shortcomings of your organization that may affect your ability to respond to the opportunities and threats identified. The third leg in the process is addressed by another tool ca and allows you to manage all of your major projects according to the mission and priorities you’ve identified for your organization. It keeps your plans and strategies from “collecting dust” on a shelf and helps turn them into measurable action. You’ll find more about these at the Strategy Planning Institute on the web at http://www.stratplan.org/swot.

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2 Overview of the Mission Statement Creation Process

IIn nttr r o od du uccttiio on nss 

What is a Mission Statement?



The role of the mission statement in the strategic business plan



Why is a good Mission Statement important?



What makes a Mission Statement good?

In this overview, we will provide answers to these important questions. Specifically, what is a mission statement and what is its role in the strategic business plan? Why is it important to your success and what makes a mission statement good? What makes it great? We’ll also introduce you to a streamlined process for creating effective Mission Statements that includes these four key components:

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The method we will use attempts to clarify and simplify this process. It is based on the finding that most organizations today do not have effective Mission Statements in place not because the method used was bad, but because the complexity of the task kept them from even getting started. Therefore, Mission Expert is based on a clear and simple process. It is comprised of four key components associated with your Mission Statement. Starting with a vision for the future and drilling down through the actual strategies and goals to achieve that vision, the Mission Statement is the focal point of the process.

V Viissiio on nS Sttaatteem meen ntt  Your

ideal position in the future



What you want to become



In terms of the marketplace, society or your organization itself



Positive and Inspiring



Open to dramatic change



A goal worth “stretching” for

The first component is the Vision Statement. Oftentimes, the term Vision Statement means different things to different people. However, in the process we will use, the Vision Statement is effectively a preamble to the Mission Statement. A Vision Statement should say what your organization would like to see in the future, either in terms of society or in terms of the organization itself. It should be something readily embraced by your entire organization. It should be something you feel good about. Although a good Mission Statement is also future-focused, a Vision Statement is usually focused on a 4-5 year timeframe and is generally a bit more idealistic in terms of its goal.

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V Viissiio on niin ng gW Wo or r kkssh ho op p  Collective

creativity

 Who

we want to be

 Four

Parts:



Brainstorming

Clustering  Name creation 



Reflection

2.1 The Mission Statement The Mission Statement is the most powerful component of the mission framework. Either directly or indirectly, it should cover the areas listed here.

M Miissssiio on nS Sttaatteem meen ntt 

Who you are



What you do



Who you serve



What needs you fulfill



What you stand for



Why you are unique

 Your 

purpose for being

A precise statement

It should state what your organization does, whom you do it for and what unmet needs those constituents have that you intend to fulfill. It should also state how your organization is or will be unique. Ultimately it should state who you really are and what your purpose for being is. But more than that, your Mission Statement should reflect the passion behind your organization, the reason why you would be doing the same thing you are doing even if it did not present you with your daily pay check. This is your purpose —your mission. 2004


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M Miissssiio on nS Sttaatteem meen ntt Why is it important?  Strong  Build

motivational statement

consensus

 Solidifies  Image

the organization

to clients, customers, constituents

 Rallying

cry…

Just the process of creating a mission statement can help build consensus within your organization and solidify its commitment to purpose. Externally, it is the face your organization presents to the world. Internally it can form a rallying cry that helps motivate your team on to success. What makes a Mission Statement good? And what makes it great?

G Gr r eeaatt M Miissssiio on nS Sttaatteem meen nttss Good Great Is f ocused f or t r the tar get audience (clients / customers, c onstituents, employee, shareholders, etc.) r ii tt e n i n c l e a r a n d s i m p l e te e r m Wr r m s Represents the collective thinking of the executive management team R e s o n a te e s w i th h i n th h e e n tii r e r e o r g r g a n i z a tii o n I s m e m o r a r a b l e a n d e a s

o r a n o n e t o a rt r i c u l at e

I n s p i r e h e p a s s i o n o th he r e s a n d e v o k e s th o r g r g a n i z a t i o n ’ s p u r p r p o s e

Well, first and foremost, it must be easily understood. To accomplish that, one of the first things you must do is identify who the target of your message is. Is it your customers? Your employees? Your shareholders? Maybe it’s more than one group? Having identified who they are, you are now positioned to write it in clear and simple terms that they understand. Next it should represent the collective thinking of at least the executive management team. This is needed to secure their commitment and insure that they are communicating a common message. 2004


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What can then make a mission statement really great is when it resonates throughout the entire organization. When it says something that every employee can relate to. If that is combined with the traits of being memorable and easy to articulate, then your entire organization or constituency becomes a public relations machine promoting your organization.

W Whhaatt’’ss tth hee R Riig gh htt L Leen ng gtth h? ? To Deliver Total Quality Coastal Hospice is a health care organization dedicated to preserving the dignity and quality of life. We offer both comprehensive hospice care for the terminally ill and selected home health services to residents of Maryland’s lower Eastern Shore. In addition to providing physical care, we promote the emotional and spiritual growth of patients, enabling them to live their lives to the fullest. Our mission includes education in the care of the terminally ill and s upport to the bereaved. As responsible stewards we will use our resources effectively and productively, conscientiously preserving our assets. We will continually improve Coastal Hospice in order to meet our community’s changing needs with the highest quality, cost effective services. We will strive to exceed requirements for licensure, accreditation, and other recognized professional standards. We encourage pursuit of our ideals, professional development, and teamwork. We value our associates and respect to the service given to patients by staff, volunteers, attending physicians, and all others who support Coastal Hospice.

You might also be wondering, “What is the right length” for a Mission Statement? You will see examples of Mission Statements that span anywhere from a single sentence or phrase, to a full page in length. Clearly there is no “right” length, however, it is highly important that your Mission Statement is clear and precise and something that is easily understood. And that usually means that shorter is better. Let’s dissect a Mission Statement to determine if we can see some of the key components we’ve discussed.

M Miissssiio on nS Sttaatteem meen nttss At IBM, we strive to lead in the creation, development and manufacture of the industry’s most advanced information technologies, including computer systems, software, networking systems, storage devices and microelectronics. We translate these advanced technologies into value for our customers through our professional solutions and services businesses worldwide. • • •

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What You Do Who You Serve What Needs You Fulfill


Why You Are Unique What You Stand For Passion & Purpose For Being

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See if you can pick out the words that convey the following in the statement above: • • • • • •

We create, develop, manufacture and translate technology into value We serve our customers worldwide We fulfill our customers needs for technology We are unique because we provide the industry’s most advanced information technologies on a worldwide basis We stand for advanced technology and professional solutions We are passionate about attaining our leadership position

M Miissssiio on nS Sttaatteem meen nttss To ensure a stress-free rental experience by providing safe, dependable vehicles and special services designed to win customer loyalty.

• • •

What You Do Who You Serve What Needs You Fulfill

Why You Are Unique What You Stand For Passion & Purpose For Being

In this second statement above we see we are Avis Rent-a-Car and • • • • • •

What we do is provide rental vehicles and special services And our constituents are the customers we serve We fulfill their needs for vehicles and special services And make ourselves unique by delivering a stress-free experience with special services that others do not provide We do this to become known for our customer loyalty And our passion is to win that loyalty by seeing it through the customer’s eyes as an experience rather than a financial transaction.

2.2 Vision Statement vs. Mission Statement Now let’s see what it looks like when an organization has both a Vision and Mission Statement. Sometimes it is a bit challenging to keep them separate but the following are good examples.

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With over 3700 member-owners, making some of the finest dairy products in the country, Foremost Farms is one of the top 10 dairy cooperatives in the United States with over $1.2 billion in sales. Clearly their vision of the future and mission of the day has helped them achieve that success.

M Miissssiio onn vvss.. V Viissiio on n Vision 

Foremost Farms USA strives to be the leader in serving local, regional, national and international dairy and related markets for the benefit of memberowners.

Mission 

The mission of Foremost Farms US Cooperative is to provide dairy farmers with a financially sound organization that efficiently assembles, processes, and markets milk and related dairy products to customers in a manner that generates fair and equitable returns for past, present and future member owners.

Here we see Foremost’s vision statement is future focused toward a broad audience with a goal of becoming an international leader in dairy products. However, we see their mission statement is clearly focused on the near-term objectives of their immediate constituents, their member-owners. It states who they are and what they do in very specific terms.

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CoachVille.com is one of the premier online communities for personal and professional coaches. Passion and enthusiasm is of course key to the success of their business. Let’s compare the vision and mission statements of one of their professionals…

M Miissssiio on n vvss.. V Viissiio on n Vision Every

person is embracing life with passion and purpose Every workplace is embracing life with passion and purpose…

Mission To

empower you to identify and fulfill your potential using the most effective tools and techniques available.

Here we see a very idealistic and future-focused vision statement that refuses to be held back by the limitations of today. However, we also see a very pragmatic mission statement that drills down to the reality of the tools and techniques CoachVille provides its members. Next, we’ll move on to setting strategic goals for the organization… 2004


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2.3 Goals

G Go oaallss 

Top initiatives



Extension of the Mission Statement

An organization’s mission is generally accomplished by successfully achieving a number of strategic goals. This can be comprised of anywhere from 3 to 6 objectives. Depending on the organization, these goals may be put into the public domain, or more often than not, they’re viewed as proprietary information kept internal. For example, a social services agency may want to share its strategic goals with the public, while a high-tech consumer products company might want to keep its strategic goals under lock and key. Here are some examples of goals that other organizations have defined.

G Go oaall E Exxaam mp plleess

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

Attain $5 MM in revenue for our new Asian products division by third quarter.



Establish a new citizens’ advisory board by year-end.



Expand the number of services we provide by 50% within the next two years.


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2.4 Core Values

C Co or r ee V Vaallu ueess 

Beliefs and common values



Key to organizational culture



Defines the “rules”



Important tools during decision making

Core values — or principles — come next. They are the beliefs and common values held by the organization and from these values your organization’s culture will normally flow. These values define the “rules” you will play by as you take action toward achieving your goals. Your Core Values can be one of the most valuable tools during critical decision moments. Let’s take a look at an example of core values in action.

Let’s say you have a core value of “the customer always comes first.” This is a great principle to have because history has shown time after time, that doing what’s right for the customer always ends up being the right call for the longterm game. Perhaps this core value will lead to future referrals or reduced product returns or other benefits as you may not see today that will come to fruition down the line. Having the core value of “the customer always comes first” and driving that deep into the organization, makes it easy for anyone to help grow the organization. 2004


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As an example: You’re approached by a customer who is ready to buy. But you soon learn that the customer may be buying the wrong product. The product she is about to buy will address most of her needs but it is 10 times the price of the product that really would be the best fit. With your core value of “the customer comes first” in mind, it’s easy for you to make the right decision to sell this customer the right product and she immediately appreciates it. What you’ve lost in revenue will be earned back quickly when she spreads the word of your great service to her friends. 2.4.1

Hibernia Corporation

Hibernia Corporation is a financial holding company that, through its bank and non-bank subsidiaries, provides an array of financial products and services throughout Louisiana and portions of Texas. With a company this diverse and decentralized, having a common set of core values across the company was essential.

C Co or r ee V Vaallu ueess TEN CORE VALUES I.

Make service matter

II. Act empowered, like an owner III. Make smarter, quick, common sense decisions IV. Accept prudent to risk; price accordingly; sell ethically & aggressively V. Encourage continuous improvement VI. Listen carefully, then communicate openly and in a timely manner VII. Create an environment where people can excel, be rewarded for it and have fun VIII. Win in the marketplace as a team IX. Treat others with respect X. Invest to prepare ourselves and Hibernia for long-term success

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And in the case of Hibernia, there are ten core values which address areas including: • • • • • •

2.4.2

Service, Empowerment Continuous improvement Listening and communication Teamwork And respect for others Honeywell Corporation

Honeywell International is a diversified technology and manufacturing company, serving customers worldwide. Honeywell’s far-reaching technology and products span the industries of aerospace, building controls, automotive products, power generation, and advanced materials.

C Co or r ee V Vaallu ueess OUR VALUES

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

INTEGRITY and the highest ethical standards



MUTUAL RESPECT and trust in our working relationships



INNOVATION and encouragement to challenge the status quo



COMMUNICATION that is open, consistent and two-way



TEAMWORK and meeting our commitments to one another



CONTINUOUS IMPROVEMENT developing and learning in all we do



DIVERSITY of people, cultures and ideas



PERFORMANCE with recognition for results


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The Company globally manages its business operations through strategic business units and a set of core values that define their corporate culture.

2.5 Installing Your Mission Statement

So we’ve now covered the four components of our process. Once we’ve completed the process, we will have an effective mission statement with another significant task remaining.

IIn ou nssttaalllliin ng g Y Yo ur r M Miissssiio on nS Sttaatteem meen ntt 

How will you publish it?



How will you promote it?



Internal vs. External?

And that is installing your Mission Statement. How do you take the statements you’ve documented and get your target audience to “take them to heart” and internalize them into their daily tasks? At the end of the mission creation process, we’ll provide you with some ideas on how to go about publishing and promoting your newly created Mission Statement. 2004


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3 Conducting a Visioning Workshop A Vision Statement is the product of a Visioning Workshop. The purpose of a Visioning Workshop is to exploit the collective creativity of the organization to project a practical vision of our organization in the future. We’re deciding who we want to be.

V Viissiio on nS Sttaatteem meen ntt 

A “snapshot” of our vision for the future



Our organization’s ideal position in the future



Our future position in the marketplace, in society and the state of our organization

Visioning is an evolutionary process – we do it every day. However, the Vision Statement represents a “snapshot” of our vision for the future at a particular point of time. We’re documenting what we want to see in the future in terms of our marketplace, our place in society and the state of our organization. Let’s take a look at some examples of good Vision Statements.

V Viissiio on nS Sttaatteem meen ntt E Exxaam mp plleess Our vision at Harrah’s Entertainment is to offer exciting environments and to be legendary at creating smiles, laughter and lasting memories with every quest we entertain. To be recognized and respected as one of the premier associations of HR professionals.

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This first example is from the company behind Harrah’s casinos. Although their Mission Statement is more likely to be focused on the more immediate objectives of revenue growth or shareholder value, you see their vision goes well beyond that to the impact they will have on the lives of their guests. With the HR Association of Greater Detroit, you see their ambition is to garner the elite status of being a premier association in the eyes of their members.

V Viissiio on nS Sttaatteem meen ntt E Exxaam mp plleess To become the World’s pre-eminent Rent A Car brand.

To be the World’s leading energy and project development company - the best people, the best partner, and the best performance.

V Viissiio on nS Sttaatteem meen ntt E Exxaam mp plleess To be the world’s best staffing services company and to be recognized as the best.

To be the world standard for quality and performance in general aviation, related products, and services.

Looking across these vision statements, you see companies that view their futures as limitless. This is the time to “pull out the stops” and “reach for the stars”.

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G Go oo od dV Viissiio on nS Sttaatteem meen nttss  Concrete  Bold,

challenging & exciting

 Positive A

& specific

and inspiring

goal worth “stretching” for

 Attainable

Although a good, practical Vision Statement needs to be concrete and specific, we need to start by letting our imagination go. Really think about what your organization has the potential to accomplish in the future. Take a bold stance and include items that will be challenging and exciting. Vision Statements should always be positive and the best ones are inspirational as they stretch for a highly valued goal we feel good about. However, they also need to be attainable and believable.

3.1 Visioning Process The visioning process is conducted in these four steps: •

Brainstorming Coming up with our initial ideas on the future.

•

Clustering Organizing those ideas into groups based on a central theme.

•

Naming Creating an appropriate name for that central them.

•

Reflection Thinking about what you’ve created to decide what parts are important to your vision statement.

You’ll learn more about this process by viewing our online movie at http://www.missionexpert.com/vmovie and by reading the Facilitating a Visioning Workshop chapter below.

3.2 Brainstorming Let’s begin a fun brainstorming exercise based on a wonderful outcome — and that is, our organization has hit a home run in every way. But here’s the thing you need to think about — what constitutes that home run? What did we accomplish? 2004


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V Viissiio on niin ng gE Exxeer r cciissee 

Two-to-four years from now



Imagine we’ve exceeded our wildest goal: what did we accomplish?



With me in charge: what are my plans?

Take 15 minutes to do this exercise. Start by setting a timeline, somewhere between two and four years from now. Then think about the absolute, No. 1 goal that we’ve achieved. What is it? Then imagine yourself as head of your organization setting a future course. What would it be?

V Viissiio on niin ng gE Exxeer r cciissee 

How has your marketplace changed?



What position do you now hold in the market?



How has society changed?



Where is your organization now spending it’s time and resources?



How has your world gotten better?

Now that you’re at this imaginary point, ask yourself: What What does your marketplace look like now? Has it doubled, tripled? Don’t assume that the system will have the same framework as it does today. Are there new players in the market or have some some of your competitors actually disappeared? How has society changed? Has there been a change in values? And where is your your organization now spending its its time and resources? In general, how has life within your marketplace or society at large for that matter, gotten better?

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V Viissiio on niin ng gE Exxeer r cciissee  

Be open Your hopes and dreams



Break with tradition



No short-term thinking



Incorporate your beliefs



Anything is fair game

Use this opportunity to paint a picture of your hopes and dreams for our organization. Be open to dramatic changes to current systems and methods, facilities, business practices, everything. Don’t allow yourself to be limited by tradition or stereotypes of people or conditions. Your vision should be encompassed by your beliefs but really, anything is fair game. Avoid using words like "better", "more" or "upgraded“ – the point here is to describe exactly what you want to see. Use numbers; use exact measurements and descriptions. For example, instead of "quality" you might list "reduced delivery times". Being specific will give you a plan that everyone can understand.

Now, close your eyes and ponder on the questions we’ve discussed. When you are ready to capture your thoughts, begin writing down your answers.

3.3 3.3 Clustering Now you need to put all of your ideas into groups, each arranged around a central thought. 3.4 3.4 Naming Spend some time thinking about appropriate names for each of your clusters. Try to put it into language that will be useful in you vision statement. 3.5 3.5 Reflecting Hopefully, at this point you have lots of good ideas clustered into as many as a dozen clusters. Spend some time thinking about what are the most important ideas for your future. 2004


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4 Creating Your Mission Statement Now that we’ve reviewed the structure, it’s time to get started with the actual creation process. This will be the largest time commitment of the journey as you proceed through the Mission Creation module. Here are the four sections of this module. 1. First we’ll go through a series of steps and questions aimed at creating a first-draft mission statement. 2. Next we’ll go on to define our strategic goals. 3. In the next phase we’ll define our core values. 4. And lastly, we’ll work toward developing a plan for publicizing and promoting our mission statement. Depending on the size of your team and the complexity of your business, you may want to plan between one and four meetings to accomplish this process. If you choose to go off on a retreat to conduct the process, you may find it a bit more productive since you will spend less time getting up to speed each meeting.

C Cr r eeaattiin ng g Y Yo ou ur r M Miissssiio on nS Sttaatteem meen ntt Target Audience 

Customers, clients, prospects



Employees



Shareholders



Community



Society

So who is the target audience for your Mission Statement? Is it just for the eyes of your employees? Or for your customers? Or maybe your shareholders? shareholders? It’s important to take this into consideration early on in the process since each group may be motivated by different messages. Take a few moments right now to discuss this and capture your consensus on a flip chart or note pad.

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C Cr r eeaattiin ng g Y Yo ou ur r M Miissssiio on nS Sttaatteem meen ntt What type of organization are we? 

As Example: Manufacturer, insurance broker, county health agency, etc.

It’s time to examine your organization. Do you manufacture a product? Are you a broker? Are you a service provider? Local retailer? Global distributor? Discuss and document your consensus before going on to the next question.

C Cr r eeaattiin ng g Y Yo ou ur r M Miissssiio on nS Sttaatteem meen ntt What products or services do we produce or provide to help address their specific needs? 

As Example: Small electrical appliances, liability and workman’s compensation insurance, health and well-being services, etc.

What products or services do you provide? Rather than listing every one them individually, think of two or three high-level categories that represent your most important ones. Again, try to use adjectives that appropriately qualify those products or services in ways that are unique to your organization.

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C Cr r eeaattiin ng g Y Yo ou ur r M Miissssiio on nS Sttaatteem meen ntt Who are our customers, clients or constituents? 

As Example: Retail consumers, corporate business clients, residents of Hopewell county, etc.

Whose needs do you fulfill? Discuss appropriate adjectives to use in describing this constituency. Don’t exclude any significant members.

C Cr r eeaattiin ng g Y Yo ou ur r M Miissssiio on nS Sttaatteem meen ntt What are the unique advantages of our products or services or the organization itself? 

As Example: Lowest cost with highest durability, best rates and customer service, easy accessed and free of charge, etc.

What are your unique advantages? Do you provide the lowest cost product? Most reliable? Functions that no one else provides? Take a moment to record your thoughts. 2004


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C Cr r eeaattiin ng g Y Yo ou ur r M Miissssiio on nS Sttaatteem meen ntt What position do you (desire to) hold in you marketplace, business community, or society itself 

As Example: A leading, the largest, the best, etc.

Here’s where you state where you want to be. By the way, it is generally more motivating to state this in terms of what you “strive” or “aspire” to be. Now that you’ve discussed all of the question areas and arrived at a list of answers, you should develop the first draft of your mission statement. (If you are using the Mission Statement Creator, enter in your answers and let the tool create your first draft.) Once you’ve generated a draft of your Mission Statement, you should continue to discuss and revise the statement until you are comfortable with it. The next section will take us into defining strategic goals for the organization that will allow us to succeed in our mission.

4.1 Creating your goals

D Deef f iin niin ng g Y Yo ou ur r G Go oaallss

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

Fewer is better



Keep them SMART 

Specific



Measurable




Attainable 

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Tangible

Realistic


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The strategic goals for your organization will tend to be much more dynamic and variable than the vision and Mission Statements. While a Mission Statement will generally be effective for a number of years and a Vision Statement even longer, the goals for the organization will change more frequently as you respond to changes in the environment or marketplace. Once again it is generally better to keep the number of strategic goals to a minimum representing those that are most important for the organization. Take a few minutes now to discuss your strategic goals. You may want to list out everything you can think of and then consolidate them down to a smaller number of priority items. As you define your goals, try to keep them SMART. That is, make sure they are reasonably specific, have timeframes and are measurable. Also keep in mind that if your goals are not perceived as both realistic and attainable, they will not be motivational. Spend some time defining your goals and then continue when you are ready to proceed to the next section on Core Values.

4.2 Creating your Core Values


Beliefs, Guiding Principles, Credo…



Preexisting Organizational Values



Identify, discuss and agree

Core Values are sometimes known as Guiding Principles, Beliefs or Credos. They are the common values held by the organization that help determine the actions we will take on a daily basis. Companies or organizations that have been around for a while will often have preexisting values that everyone is already aware of. If that describes your situation, then the best starting point is to get them into discussion and agree upon them. If you are a brand new organization you’ll want to continue to the next step. However, if you wish to list these now, spend a few minutes identifying all of those known Core Values that exist in the company.

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Next identify your personal values



Extrapolate to the organization

Whether you are a new organization or wish to add to the Core Values that already exist, you will need to perform a bit of “soul searching” for this next step since these new principles will come from the collective beliefs of the team. Core Values generally pertain to the way you will treat customers, employees, stakeholders, or anyone else your organization will come in contact with. They are the yardstick by which you will judge the actions of the organization. As an exercise for this next step, we’ll begin with a look at the personal values you hold. Spend a few minutes writing down on a piece of paper some of your own personal beliefs.

Now you’ll need to take your personal values exercise and apply it in developing new Core Values for your organization. If you are doing this as a group, this exercise may take a bit of time with some good discussion. However, the process itself can be a very rewarding experience as you define the culture of your organization. 2004


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Listed above are some general categories of organizational values that others have identified over time. You’ll also find additional examples in the Appendix. Now summarize your list of Core Values and pick you’re top six to 12 values. Continue when you are ready to proceed to the next section on publication and promotion.

4.3 Installing your Mission Statement

H Ho ow wW Wiillll Y Yo ou u IIn nssttaallll iitt? ? 

Publication



Promotion



Repetition

Now that you’ve completed the process and have your Mission Statement, Goals, and Core Values in hand, how do you now get your target audience to “take them to heart” and internalize them into their daily tasks? How will you install it into your organization? That answer is simply through publication, promotion and repetition.

P Pu ub blliiccaattiio on n& &P Pr r o om mo ottiio on n External         

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Plaque in the lobby Website Customer brochures Include in proposals On product packaging Issue Press Release Include it in every speech Email tag line Local editorials showing it in action


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Now is the time to think about how you want to publish and promote your Mission Statement to its target audience. You’ll need to think about this from both an internal point of view for those within your organization and those external groups such as customers, clients or constituents. Certainly a nice plaque hanging in your lobby is one place to start. However the exposure of that plaque is limited only to those who come through your front door, so you need to think beyond that. Here are a few ideas, listed roughly in the order of popularity as we’ve seen them. Take a few minutes now to brainstorm and document your own ideas for external promotion of your mission statement.

P Pu ub blliiccaattiio on n& &P Pr r o om mo ottiio on n Internal 

Plaque in cafeteria



On mugs, T-shirts, mouse pads, etc.



On cups in the coffee machine



Include it in every speech



Include in performance plans & appraisals



Include it in your project management systems

Considering your corporate or employee audience next. Here are a few more ideas of how to reach them. Take a few minutes to record your ideas. Congratulations, you’ve now completed the process of creating your Mission Statement. Your next challenge is to now follow-through with installation and monitoring of the plan you’ve created.

5 Facilitating a Team in Creating a Mission Statement This section will cover three parts. We’ll first give an overview of what a facilitator’s role is in the Mission Statement process. We’ll then go over the information you’ll need to bring people together in this process and finally, we’ll describe the templates you’ll use to lead and complete the Mission Statement process.

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F Faacciilliittaatto or r R Reessp po on nssiib biilliittiieess 

Review and become familiar with presentations and tools



Schedule and conduct meetings



Send out forms to gather input



Conduct sessions



Use the Mission Statement Creator and Vision Collector tools

To be an effective facilitator, you will need to schedule meetings and assign any work your team needs to complete in preparation for the meetings you’ll have. You may decide to conduct a Visioning Workshop as your first step in the process. The Visioning Workshop provides you with the opportunity to conduct a highly interactive session to paint the ideal picture of your successful organization in the future. Once you encapsulate this idea into a Vision Statement, you can then proceed to develop the Mission Statement that will help you get there. If you already have a Vision Statement, you may skip this step, but it may be a good starting point for discussion anyway. Next you will form your Mission Creation Team. If you will be doing a Visioning Workshop, you will probably want that team involved in the Mission Statement creation process, but ultimately that decision is yours. Next you will send out your meeting invitations. A template is included in the Appendix for your use as well as a Kickoff Meeting Checklist . Now you are ready to conduct your kickoff meeting. As you collect your team’s thoughts during the meeting, you’ll want to have plenty of flip charts available to capturing your thoughts. From there, you will go on to draft, review and refine your Mission Statement and create a set of core values and goals for your organization. Lastly, you will need to decide how to “install” your Mission Statement within your organization. This means publishing and promoting it and we’ll also offer ideas on that. From there, you will go on to review and refine your Mission Statement and create a set of core values and goals for your organization. Lastly, you will need to decide how to “install” your Mission Statement within your organization. This means publishing and promoting it and we’ll also offer ideas on that.

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C Co on nd du uccttiin ng gM Meeeettiin ng gss 

Limit to four hours



Morning generally best



Consider a retreat



Begin with an “icebreaker”

Some pointers for meetings — first, it’s best to limit your sessions to four hours, preferably first thing in the morning since people tend to get tired in the afternoon. It’s also a good idea to take these meetings offsite so participants can devote their full attention to the task. And to get started, we suggest using an icebreaker that will help loosen up your team and get them ready to participate. You’ll find several in the Appendix.

6 Facilitating a Visioning Workshop In this section, we’ll outline the process of conducting a Visioning Workshop. First you should become familiar with the process of leading a Visioning Workshop. To help you prepare for that, you may wish to view a short movie that walks you through the process of running the workshop. You can access the movie using the link shown (www.missionexpert.com/vmovie. It runs around 9 minutes in length and requires that you have Macromedia’s Flash player installed on your computer. Next you should form your Visioning Team, schedule your workshop and email your invitation. You’ll find a template for this invitation in the Appendix. To kickoff your Visioning Workshop, you may want to use the slides we’ve included in the Appendix. You’ll use these to explain the process to them and get into the brainstorming session. In the Appendix, you will also find “Column Markers” that can be used during the workshop to organize the input from your team. During the Brainstorming Session, you’ll want to create “Flash Cards” that will contain all of the statements generated during the session. You can do this using ordinary 8.5” x 11” paper and you’ll find “Column Markers” that you can print out in the Appendix. And as the last step you will conduct the workshop. You’ll find a summary of the steps we’ve just covered in the Appendix in a document called the Visioning Workshop Checklist.

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A P P E N D I X

7 Mission Statement Kickoff Meeting 7.1 Kickoff Meeting Checklist Preparation Well in Advance  

Mission Team identified Proper meeting room reserved -



Whiteboard, markers, erasers

- Flipchart easel - Laptop, PowerPoint Projector - Bulletin board or wall suitable for taping up vision flash cards - Refreshments? Invitations sent



___________________________________________________________



___________________________________________________________



___________________________________________________________

One Day Prior to Workshop



All vision input gathered from Visioning Team Equipment and supplies ready - Whiteboard, markers, erasers - Flipchart easel - Laptop, PowerPoint Projector - Presentations loaded on Laptop - Blank flashcards (blank 8.5x11” paper) - Tape (for putting up flash cards) Introduction to Mission Creation Process presentation loaded onto laptop Mission Creator tool loaded onto laptop



___________________________________________________________



___________________________________________________________



___________________________________________________________

 



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7.2 Kickoff Meeting Invitation

Instructions to the Team Leader / Facilitator:

Here’s a starting point for creating an invitation to your Mission Statement Kickoff Mee ting.

Dear, As a prominent member of the [executive] team here at [org name], you have been invited to participate in an initiative to form a Mission Statement for our organization. You will receive further information about the process at our kickoff meeting currently scheduled for xxxx at yy:yy AM/PM in room zzzzz. PLEASE REPLY TO THIS EMAIL BY XXX TO CONFIRM YOUR ATTENDANCE. [Facilitator Name]

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8 Visioning Workshop 8.1 Workshop Invitation Dear, As a prominent member of the [executive] team here at [org name], you have been invited to participate in a Visioning Workshop currently scheduled for xxxx at yy:yy AM/PM in room [room location]. PLEASE REPLY TO THIS EMAIL TO CONFIRM YOUR ATTENDANCE. In order to make the most of everyone’s time during the meeting, we would like you to prepare in advance for the meeting by completing the following activities. You will need to plan a block of time to spend 20-30 minutes working on this in one continuous session . 1. Review the attached Visioning Preparation presentation, 2. Spend some time thinking about the future of our organization, 3. Complete the attached Visioning Workshop Input Form, 4. Send your completed form by return email to me by mm/dd/yy. If you have any questions, please do no hesitate to call, [Facilitator Name]

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8.2 Visioning Workshop Checklist Preparation Well in Advance  

Visioning Team identified Proper meeting room reserved -



Whiteboard, markers, erasers

- Flipchart easel - Laptop, PowerPoint Projector - Bulletin board or wall suitable for taping up vision flash cards - Refreshments? Invitations with attachments sent -

Attachments: Vision Workshop Presentation, Vision Collection Tool



___________________________________________________________



___________________________________________________________



___________________________________________________________

One Day Prior to Workshop    



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All vision input gathered from Visioning Team Flash Card Column Markers printed Flash Cards submitted by Visioning Team printed Equipment and supplies ready - Whiteboard, markers, erasers - Flipchart easel - Laptop, PowerPoint Projector - Presentations loaded on Laptop - Blank flashcards (blank 8.5x11” paper) - Tape (for putting up flash cards) Vision Workshop and Introduction to Process presentations loaded onto laptop



___________________________________________________________



___________________________________________________________



___________________________________________________________


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Conducting the Workshop Before Meeting

-

Projector and Presentations Ready

-

Column Markers setup on board or wall

During Meeting

-

Introductions

-

View the Visioning Kickoff Presentation

-

Begin the visioning process Brainstorming 

Participants have completed this task and you should now have their input printed as flash cards for the meeting.

Clustering     

Begin taking flash cards one-at-a-time and assign them to a column. Start with a card that is easy to understand and not controversial Attempt to cluster statements that are similar. Continue until all cards are put up Review columns for further clustering

Name Creation 

Review columns and decide on names for each column

Reflection   

As you look at the chart, what catches your imagination? What is surprising? Now attempt to gather all of the concepts presented in the column names into a vision statement.

Following the Meeting

-

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Distribute a copy of the vision statement as drafted. Conduct at least one more review meeting to see how you feel about it after “sleeping on it”.


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8.3 Visioning Workshop Kickoff Slides

V Viissiio on nS Sttaatteem meen ntt 

A “snapshot” of our vision for the future



Our organization’s ideal position in the future



Our future position in the marketplace, in society and the state of our organization

The Vision Statement represents a “snapshot” of our vision for the future at a particular point of time. We’re documenting what we want to see in the future in terms of our marketplace, our place in society and the state of our organization.

R Reem miin nd deer r ss 

Two-to-four years from now

Avoiding words like: -Better, more, upgrade, etc.

 

Concrete & specific Bold, challenging & exciting



Positive and inspiring



A goal worth “stretching” for Attainable Our hopes and dreams Break with tradition

  

Avoiding abstractions and virtues like: -Quality or honesty -Use specific examples

No short-term thinking

Above is a summary of some of the points we’ve discussed earlier that we should keep in mind during this session.

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V Viissiio on niin ng gW Wo or r kkssh ho op p 



Four Steps 

Brainstorming



Clustering



Name creation



Reflection

Let’s get started

We’ll be conducting this workshop in order to complete the four steps shown. During the Reflection phase, we’ll work toward crystallizing our vision into an explicit statement.

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9 Meeting Icebreakers Meeting icebreakers are a great tool for getting participants into the proper mindset for participation. The objective is to help people “loosen up” and become comfortable participating in the group setting. The time you spend on this can range from 10 minutes for a short meeting to 20 minutes of more for a full day session. The key is to do it just long enough to see people participating. Go too long, and you risk losing their focus for the real objective of the meeting. Here are a few ideas but feel free to improvise as there is no right way to do this.

9.1 Who Am I? Select a group of notable names that would be recognized by members of the group. Movie stars, celebrities, presidents, people in the news, are generally good categories. As the team leader, write down the names in advance on slips of paper or post-it notes. To begin the game, put one of the names on the back of each participant without them seeing the identity. The game begins with members milling around and asking other members for clues as to their identity. Each participant may only ask three questions before they must move on to another participant to continue asking questions. Those who guess their identity then wear the post-it note on their chest and they are available to help formulate questions for those still seeking their identity. 9.2 To Tell the Truth Have each participant write down three things about themselves that others might not necessarily know. Of the three things, 2 should be true and 1 should be a lie. Examples might include “I like to read mystery novels,” or “I am afraid of the dark,” or “I once went on a safari in Africa.” Each member then takes a turn standing up, reads their three statements, and the participants decide which one they think is a lie. 9.3 Why Are You Here? This is a simple exercise that helps achieve unity in your goal for the meeting. Begin by writing on the board or a flip chart, a short statement of the objective for the meeting. Then go around the room and ask each participant what else they would like to see the group achieve in the course of the meeting. Encourage discussion of these sub-goals as they are mentioned and decide if they should be added to the meeting objective. 9.4 Who Is This? Being careful not to let anyone see your answers, ask all members of the group to write down their answers to the following questions and then sign their name at the bottom; 1. 2. 3. 4. 5.

What is your favorite color? Favorite food? Favorite TV show? Favorite animal? Favorite hobby?

Take the papers and read each one out loud to the group and ask them to decide who they think it is.

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9.5 We’re So Alike Identify 5-10 categories of things that people may have in common and write them on the board or a flip chart. Examples might include: •

Born in the same month,

•

Drive the same car,

•

Went to same high school or college,

•

Same number of kids, kids with same names,

•

Worked for other common companies, etc.

Members are then given 10 minutes to walk around and talk with others to find those with common traits.

9.6 Telephone Even though it’s an old school-yard game, this one can still be great fun. With everyone in a circle, have someone come up with a short story that they whisper to the person next to them, and so on. Have the last person recount the story out loud.

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10 Sample Mission Statements 10.1 Honeywell Corporation V I S I O N

•

S T A T E M E N T

To grow profitably by delighting customers and achieving undisputed leadership in control.

M I S S I O N

•

C O R E

• • • • • • • •

S T A T E M E N T

To create value for shareowners through our leadership in advanced control solutions that help customers worldwide achieve their goals. V A L U E S

INTEGRITY and the highest ethical standards MUTUAL RESPECT and trust in our working relationships INNOVATION and encouragement to challenge the status quo COMMUNICATION that is open, consistent and two-way TEAMWORK and meeting our commitments to one another CONTINUOUS IMPROVEMENT, development and learning in all we do DIVERSITY of people, customers and ideas PERFORMANCE with recognition for results

10.2 Wendy’s International V I S I O N

•

S T A T E M E N T

To Be The Customer’s Restaurant Of Choice And The Employer of Choice.

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S T A T E M E N T

Deliver Total Quality


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10.3 Kelly Services V I S I O N

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S T A T E M E N T

To be the world’s best staffing services company and to be recognized as the best.

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S T A T E M E N T

To serve our customers, employees, shareholders and society by providing a broad range of staffing services and products. To achieve our Mission: We will develop innovative staffing services which meet the needs of our customers and contribute to their success. We will foster an environment which stimulates professional excellence and encourages contribution by all employees. We will provide our shareholders a fair return on their inv estment. We will demonstrate good corporate citizenship through the ethical conduct of our business. V A L U E S

Integrity, Honesty and Ethical Behavior Commitment to Quality and Customer Satisfaction Dedication to Service and Personal Responsiveness Professional Excellence and High Performance Innovation, Creativity and Open-Mindedness Employee Participation, Contribution and Teamwork Diversity, Individual Dignity and Mutual Respect Growth, Profitability and Industry Leadership


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10.4 Unocal Corporation V I S I O N

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S T A T E M E N T

To be the world's leading energy resource and project development company -- the best people, the best partner, and the best performance. We combine the global reach and technical and financial resources of a major with the agility and aggressiveness of a small independent.

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Our primary mission is to maximize -- ethically and responsibly -- the total returns to the owners of the company, our stockholders Unocal strives to achieve profitable growth by: Enhancing legacy asset production and profitability Delivering major development and transportation projects on time and on budget Advancing next tier of development projects Making new discoveries with high-impact exploration programs Continuing to progress our long-term Asia gas position. V A L U E S

Honesty o Open and honest with our partners and customers Open and honest as we work together o  Celebrating our successes -- giving recognition where it's due  Recognizing where we need to improve and working together for solutions Integrity Following the highest ethical standards o Following the spirit and letter of the law o Doing what we say we'll do o Excellence Doing each job right and continuously improving how we work o Having or developing the right skills o o Constantly adapting the most effective new technologies Conducting safe, environmentally sound operations in the most cost-effective ways o Trust Meeting our commitments to our customers, neighbors and each other o o Maintaining our reputation for reliability and integrity in our performance and our business practices Treating others with respect and goodwill o


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10.5 Reynolds Metals Company V I S I O N

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S T A T E M E N T

We, the men and women of Reynolds Metals Company, are dedicated to being the premier supplier and recycler of aluminum and other products in the global markets we serve.

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S T A T E M E N T

Working together, our mission is to provide our customers with uncompromising quality, innovation and continuous improvement, which will result in the profitable growth and financial strength of our company. Exceed customer expectations Employee empowerment Continuous improvement Stockholder satisfaction Supplier involvement Social responsibility V A L U E S

We are committed to the success of our customers, employees, stockholders, suppliers, and the communities in which we operate.


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10.6 Avis Rent a Car V I S I O N

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S T A T E M E N T

Avis strives to ensure a stress-free rental experience and conducts its business with the highest standards of honesty, trust and professionalism.

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S T A T E M E N T

To ensure a stress-free rental experience by providing safe, dependable vehicles and special services designed to win customer loyalty. V A L U E S

We will honor all commitments to our customers and employees. We will conduct our business with unwavering high standards of honesty, trust, professionalism, and ethical behavior. We will communicate openly and frequently with all constituents with a principle of communicating what we know, when we know it. We will place the interests of our customers first. We will be dedicated to building a rewarding and lasting relationship with each and every customer. We will maintain a continuous quest for world-class quality to assure customer satisfaction to earn the unwavering loyalty of our customers. We will be dedicated to continuous innovation to assure we explore new ideas and opportunities to accelerate profitable growth. We will deliver value in all we do to assure consistently high returns to the shareholders of our parent company, Cendant Corporation. We will recognize and reward excellent performance, which drives superior results. We will be active participants in the communities where we live and work. We will encourage employee involvement in civic and charitable activities. We will be role model business leaders in the countries and communities in which we operate the business. We will develop and implement business practices consistent with safeguarding the environment. We will work as one cohesive team from the smallest unit to the enterprise as a who le. We will develop and retain leaders who continually raise the bar, provide direction, remove barriers, and empower people to successfully accomplish goals. We will assure a sharing of ideas, skills, and resources throughout the company. We will respect the structure and reporting relationship in the company, yet assure that organization boundaries never become a barrier to success. We will treat each person with whom we work with respect and dignity. We will communicate expectations to employees and provide honest and timely feedback on performance. We will embrace a diversity of ideas, cultures, ethnicities, and ba ckgrounds to enhance our promise and value to our customers. We will provide career development opportunities to employees who show initiative and performance results to help them individually manage their o wn careers to maximize their potential.


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11 Sample Organizational Core Values Accountability

We are responsible and answerable for our actions, assignments, and duties within the organization. We are committed stewards of the loyalty and good will of our alumni and friends, and the human, fiscal and physical resources entrusted to us. We empower individuals and rely on them to use their capabilities responsibly. We follow through on promises and lead by example.

Adaptability

We are in tune with changing circumstances and requirements in order to consistently provide products and services that meet the needs of our members.

Anticipation

Business growth and long-term viability as a company will be achieved not just by meeting our clients’ expectations, but by instilling a company-wide desire to anticipate our clients’ needs.

Anticipation, Speed & Flexibility

We have the ability to identify and recognize future requirements of customers, both internal and external. We deliver quickly and on time every time. We make quick decisions. We adapt our actions to a fast changing environment.

Commitment

We are committed to excellence to meet the needs of our customers in our targeted market segments; we are active in the community and in educational institutions; and we are committed to our staff in the belief that working at COMPANY must be stimulating and enjoyable. We are fully committed to achieving success for our clients, our teams and ourselves. We make commitments with care, and then live up to them. In all things, we do what we say we are going to do. We see issues through to their completion. We know that yesterday's successes will not last forever so we grow and learn to succeed again.

Communication

We have clarity in understanding our mission, our goals, and what we expect from each other is critical to our success. In all our dealings, clear and accurate communication is vital. When dealing with customers we always tell the truth.

Community

We have a sense of community and share information with colleagues.

Compassion and Respect

We incorporate compassion and respect in our interactions with clients, parents and colleagues

Competitiveness

We love to compete, and we believe that competition brings out the best in us.

Continuous Improvement

We are committed to positive change and constant improvement. We are committed to the constant effort to develop and improve our products, services, and programs and this commitment is founded in the belief that by continuously adding value in innovative ways, we will assure long-term success.

Corporate Social Responsibility

2004

The COMPANY is committed to contributing positively to the quality of life in the communities, societies, and cultures where we operate; the continued, sustainable development of the economic, societal, and environmental health of these communities is a key priority for the company and its


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employees.

Courage

We will meet challenges while adhering to a higher standard of personal conduct and decency.

Courage

We will have the courage to do what is right, even in the face of personal or professional adversity.

Creativity

We have the freedom to imagine and the courage to act. From designers to developers, copywriters to consultants, creativity is the touchstone for everything we do.

Credibility

We strive to earn enduring credibility with others, which we believe is essential to long-term personal and business relationships.

Customer Sovereignty

Every product and service offered to the customer must be of the highest quality and assured reliability. We always deliver on our promise and only promise what we can deliver; we understand customer expectations and take steps to exceed them; we own responsibility for ensuring total customer satisfaction and take action to overcome shortcomings wherever they arise.

Diversity

We value diversity because it enhances our education and because it provides tools to be culturally respectful, professionally competent and civically responsible.

Empowerment

All employees have the power to find and use all resources to solve issues promptly. Likewise, customers and associates are given the tools to solve and report service concerns or problems. We are responsible and accountable for results.

Entrepreneurship

The COMPANY actively nurtures a culture in which our employee entrepreneurs can thrive personally and professionally, enhancing creativity in every discipline of the company; we encourage our people to utilize intelligence, intuition, and information to promote innovation, increase speed to market, and create value.

Excellence

We have the passion to do our best in each moment. We provide outstanding quality products and services - doing our best at all times. We insist on giving our best effort in everything we undertake. Furthermore, we see a huge difference between "good mistakes" (best effort, bad result) and "bad mistakes" (sloppiness or lack of effort). We consciously set standards for excellence and take steps to achieve them. We are aware that the only criterion for success is excellence. We relentlessly pursue continuous improvement and excellence in projects, products, processes, and services, and define success as getting the right things done well.

Extraordinary Effort

We strive to develop our team members and business support systems with the expectation that our company and our employees are empowered to do ordinary things in extraordinary ways.

Fun

Through our volunteer efforts, there will be concurrent opportunities for enjoyment and fulfillment

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Work is an important part of life, and it should be fun. Being a good businessperson does not mean being stuffy and boring. We have fun from our interactions with our partners and our satisfaction in our work. We know letting staff bring their own uniqueness to an office filled with laughter and humor brings us closer and blurs the line between work and fun. High Performance

We reach for the pinnacle standards in all that matters.

Honesty

We are believers in the Golden Rule. In all our dealings we will strive to be friendly and courteous, as well as fair and compassionate.

Honor

We conduct ourselves in the highest ethical manner in all relationships with peers, superiors and subordinates.

Humanity

Our interactions with our customers and with each other are conducted with the highest ethics and empathy. We look upon business as a shared challenge.

Inclusion

We respect all of our members and strive to insure that opportunity for participation and advancement is available.

Innovation

As members of the COMPANY we are committed to challenging ourselves constantly to deliver increasing value to our customers. We consider change a natural means of achieving added value. We continually seek new knowledge, share our knowledge and experience, and encourage employee mobility. We encourage generating ideas at every level in the organization. We foster creativity in the workplace. We encourage people to take risks in experimenting with new ideas.

Insight

We use our insight and high level of knowledge to proactively respond to our clients with the right solutions.

Integrity

We do the right thing, not the easy thing. In all business arenas, we seek to act with integrity and to accept accountability for our actions. We believe that our company can succeed in these endeavors only if our team members accept and practice these values. We steadfastly adhere to high principles and professional standards. We do what we say we will do. We clearly articulate customer expectations every step of the way and we deliver on our commitments. We exhibit integrity by always interacting with others ethically and honorably. We require complete honesty and integrity in everything we do. We make a commitment not to allow business situations in any form to undermine or weaken our standards for integrity in dealing with employees, customers, shareholders, or the communities we serve; integrity epitomizes the character of this COMPANY. We are committed to conducting business with the highest levels of integrity through honest interactions while maintaining the privacy of our associates and clients in all endeavors.

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We conduct ourselves with uncompromising integrity and honesty as individuals, as teams, and as a company. Knowledge

We gather and learn the latest information for use in developing, training, and education programs - using sound data in the decision-making process.

Life-long learning

We promote professional competence.

Openness

We are team builders. We expect mutual trust and to communicate openly, simply and directly. We welcome the opportunity to meet others with an open door and mind.

Openness

We regard clients as our partners and feel that great business is built on successful relationships; all our communications are built upon openness, honesty and integrity.

Ownership

We own problems and we are always responsive. We take ownership of all that is entrusted to us.

Partnership

Teamwork is paramount in all that we do, in our relationships with clients, with alliances and with each other.

Passion

We believe that passion for what we do is the key driver to knowledge. Knowledge nurtures imagination and creativity - the seeds of our organization.

People Orientation

We must honor the dignity of each individual, irrespective of position. Everyone must be treated fairly, without bias. We tell our people the truthwhether it is good news or bad. We commit to our people only what we can deliver and fulfill. In our dealings with people, we recognize that feelings and emotions are involved, and act accordingly. We provide an environment for our people which encourage and support excellence.

Performance

We have a passion for superior performance and a burning desire to be the best.

Professionalism

We follow the highest standards of technical and ethical conduct.

Quality

We apply Six Sigma to establish metrics and enhance the customer experience. We are committed to excellence in everything we do. We strive to deliver lasting value to our customers. We believe that success is a pattern that stems from quality and dedication in all of our actions throughout the organization. We seek quality in all that we do. We are dedicated to exceeding our clients' expectations; this can only be done by ensuring the very highest standards throughout the work cycle.

Rationale

We believe in building a rational workplace and in making intelligent decisions. In any given situation, we believe that there is a right answer and a best way to do things, and we strive to reach them.

Recognition

We applaud and award those who exhibit their talents, skills and hard work.

Respect

We show respect toward all people without regard to race, religion, or gender and treat each individual with human dignity.

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We encourage respect, humanity, and integrity in our treatment of each other, and we care for the well-being and safety of others. We treat people with equality, dignity and respect. Embracing long-term relationships with team members, clients and vendors is a core element of long-term success. These long-term relationships are achieved by consistently seeking business relationships with team members, clients and vendors whose practices are consistent with our values. We exhibit respect by empathizing and fully considering the diverse needs of others. We respect the individual, and believe that individuals who are treated with respect and given responsibility respond by giving their best. We challenge each other without threatening our relationships. We give customers and fellow employees the respect and kindness they deserve. We hope to earn their trust and loyalty in return. Responsibility

We have a responsibility to society to contribute to its social, cultural, political, aesthetic, ethical, and economic well-being.

Responsiveness

We provide timely service to our members and react quickly to meet the changing needs of our members. We feel a sense of urgency on any matters related to our customers. We are customer-driven. We value comments and suggestions and strive to exceed expectations and deadlines.

Results-Oriented

We leverage the diversity of our talents to achieve results. We encourage initiative, and value our leaders and specialists equally.

Service

We care and it makes a difference.

Spirit

Our enthusiastic spirit enriches our work environment with teamwork, contagious enthusiasm and a ‘can-do’ attitude.

Stretch

We break through the boundaries of possibility to achieve previously unimaginable results.

Teamwork

We can achieve more by working together than on our own. We are a winning team of talented people, managed through d eliberate consensus, deriving expertise from all levels of the company; our people are motivated and rewarded as they contribute to this team and to increasing long-term value for the Company. We know that teamwork can solve issues better than any one person. Combining our experience and expertise in business and the Internet with our clients' knowledge of their own industry, we build trusted partnerships attuned to create successful and profitable online strategies.

Thrift

We are frugal. We guard and conserve the Company's resources with at least the same vigilance that we would use to guard and conserve our own personal resources.

Transparency

We promote open and honest sharing of information and experience.

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All our actions and decisions on an ongoing basis must be ethical and be able to withstand public scrutiny. We strive for openness in dealing with employees while discussing their, or the Company’s performances and exercise the utmost honesty and fairness while dealing with stakeholders like customers, suppliers and shareholders. Truth

We honor and impart principles of honesty, freedom, truth, and integrity.

Understanding

Knowledge is another driving force in our work. By listening to our clients we learn about their business - ensuring the solutions we provide always work in the business's best interest and produce a measurable return on investment.

Uniqueness

We provide customer value in ways that no one else can.

Unity

We support and help each other to attain our goals.

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12 Visioning Column Markers The following pages can be printed and used as column markers during your visioning session.

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Mission Statement eBook

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