THE POWER OF VISION, PURPOSE

AND MISSION STATEMENTS

VISION Very
powerful
motivators
PURPOSE among
individuals
MISSION in the
organization
PURPOSE OF VISION
STATEMENTS
According to Anthony DSouza, a vision statement
should reflect the following:
1. Pictures of the promised land to give the journey a destination;
2. Sounds a clarion call to rally the troops to the mission ahead;
3. Lights a flame to inspire and excite them to action;
4. Provides visible evidence of the organizations commitment
and priorities;
5. Stands as a visible reminder to focus peoples minds and
efforts;
6. Declare the standard by which the organization would like to
be judged.
According to R.K. Greenleaf, a powerful vision,
therefore, is:
1. A mental picture of the preferred and meaningful future
one seeks to create.
2. An answer to the question, What do we really want?
that reflects what we care about most.
3. An image of how we see our purpose or mission
unfolding and how it first with our highest values.
4. A compass that serves as a guide when all other
indicators of direction may cease to operate.
A vision statement must
be:

Clear, Simple and Easy

to communicate
Challenging and
Compelling
MOTIVATIONAL
POWER
OF
VISION
STATEMENT
 If there is a spark of
genius in the
leadership function at
all, it must lie in the
transcending ability, a
kind of magic, to
assemble-out of all
the variety of images,
signals, forecasts and
alternatives a
clearly articulated
vision of the future
that is at once simple,
President F.W. de
Klerk Justice

Pope John Paul II Forgiveness

Mother Teresa
Love, Compassion
and Service
Mahatma
Gandhi Peace and
Martin Luther
King, Jr. Non-violence
 Lech Walesa
Solidarity

Mikhail Gorbachev Perestroika (restructuring)

Glasnost (openness)

Nelson Mandela
One person,
One vote
 A vision, by its very nature, is FUTURISTIC.
et more people prefer as things have always been, in the here and no
Rather than go where they have not been.
 2 Criteria for a powerful
vision statement

1
The target or goal should be within sigh
but just out of reach

2
It should be brief and summarizes, if pos
In one line or sentence
For Gods Greater Glory
We will Overcome
Liberty! Equality! Fraternity!
Workers of the World, Unite!

I Shall Return
 A vision is a rallying cry.
It empowers people and makes them believe they can do it.
A true vision is always perceived as attainable.
DEVELOPING
THE VISION
 Ideally a vision
statement should be
encapsulated in one line;
initially it may need to be
much more comprehensive.
The full and comprehensive
statement should be made
available to all, but the one-
liner should be permanently
visible.
One corporation described this visioning process
as follows:

1. Select your mountain climb.

2. Ensure it is the right one.
3. Check why you want to climb it.
4. Work out what you need to do.
5. Decide how you are going to do it.
6. And when you are going to start.
VISIONING
PROCESS
VISION A ND T H E
ORGAN IZ A T IO N S
HISTORY
 Vision focuses on the future, honors the past and is made
possible by the past.

In envisioning the future, there is a need to get feedback

regarding the current situation and future needs.
Burt Nanus
What could happen if we continue on our present path without any
changes?
What early-warning signals might we detect if the external environment
forces were to change substantially?
How much leverage do we have to influence the course of an event, and
how could that leverage be applied?
What options could be available to us, and what might their
consequences be?
What future resources might be available, and what would we have to do
to secure them?
Warren Bennis
Leaders are more than goal-directed; they are vision-directed.

1. Develop a compelling vision of the firms future.

2. Translates the vision into a reality by concentrating on the keys to success.
3. Remains deeply involved at the very heart of things, and spurring the action
necessary to carry out the vision.
4. Motivates employees to embrace the vision.
5. Constantly articulates the vision so that it permeates all organizational levels and
functions, and taking the organization where its never been before.
COMMUNICATING
THEVISION
CommunicatingtheVision
Acompellingvisionrequireseffective
communication.
Onlythroughgoodcommunicationcanaleader
conveyandpreserveacommoncorporatevision.
Communicationcansharpen,embodyandhelp
enactthatvision(MaxDepree,1989)
Takesendlessarticulationandreinforcementof
whattheinstitutionhonors,values,andbelieves
(RichardT.PascaleandAnthonyG.Athos,1981)
FORMULATINGAVISION
VisionDefined
Visioncanbeseen
withthemindseye.
Portraitofthe
futuretowhich
peoplecancommit.
Empowersand
inspirespeopletodo
ajobandto
contributeideasor
actionsbeyond
themselves.
Criteriasinformulatingavisionstatement

WarrenBennis(1993)
1) Avisionengagestheheartandthespirit.
2) Avisiontapsintoembeddedconcernsandneeds.
3) Avisionassertswhatyouandyourcolleagueswant
tocreate.
4) Avisionissomethingworthgoingfor.
5) Avisionis,bydefinition,alittlecloudyandgrand.
6) Avisionisbydefinition,alittlecloudyandgrand.
7) Avisionissimple.
8) Avisionisalivingdocumentthatcanalwaysbe
expanded.
9) Avisionprovidesastartingplaceonwhichto
buildmoreandmorelevelofspecificity.
10)Avisionisbasedintwodeephumanneeds
qualityanddedication.
IMPORTANCE OF THE
PURPOSE-AND-
MISSION STATEMENT
 PURPOSE AND MISSION

1. It helps everyone focus on why they

exist as an organization.
2. It creates an energizing feeling that
their work makes a difference.
3. It provides the foundation for the
organizations policies, methods,
procedures and decisions.
4. It is the starting point for both
strategic planning and related
operational planning.
 SOME IMPORTANT POINTS
TO REMEMBER
ACCORDING TO A. DSOUZA

1. Clarify of the mission Requires

that leaders come to a basic agreement
on what is important since a clear
mission is the foundation for strategic
decisions.
2. Uniqueness of the mission
Differentiates the organization from
other similar ones.
3. Communication of the mission
Reduces inevitable internal conflicts
about departmental turf or about use
 CRITERIA FOR AN
EFFECTIVE MISSION
STATEMENT ACCORDING
TO
ANTHONY DSOUZA

1. Brief
2. Concrete
3. Uplifting
4. Specific
DEVELOPING THE
MISSION
STATEMENT
 INVOLVING PEOPLE, PARTICULARLY SENIOR PERSONNEL IN DEVELOPING AND
UPDATING THE ORGANIZATION'S MISSION IN THE BEST WAY TO GAIN THEIR
COMMITMENT.
SUGGESTED STEPS BY A. DSOUZA:
1. THE TOP-MANAGEMENT TEAM MUST COME TO AN AGREEMENT ON THEIR
OWN SENSE OF MISSION FOR THE ORGANIZATION. THEY NEED TO ASK
THEMSELVES SOME VERY IMPORTANT AND FUNDAMENTAL QUESTIONS
WHY ARE WE IN THIS BUSINESS OR ORGANIZATION?
WHAT DO WE WANT TO DO OR ACHIEVE? WHAT IS OUR UNIQUE
CONTRIBUTION THAT WOULD NO HAPPEN IF WE DID NOT EXIST?
HOW ARE WE GOING TO DO IT?
WHO ARE THE PEOPLE TO WHOM WE DELIVER OUR SERVICE OR
PRODUCT?
HOW WOULD WE LIKE TO BE SEEN BY OUR CUSTOMERS AND BE KNOWN
WITHIN OUR ORGANIZATION?
2. MIDDLE MANAGEMENT IS THE KEY TO PROMOTING AND MANAGING THE
MISSION. A MISSION FROM THE TOP IN ITSELF WILL BE USELESS UNLESS
MIDDLE MANAGERS FEEL THEY CAN OWN IT AND HAVE AN OPPORTUNITY TO
CONTRIBUTE TO IT. HERE ARE CRUCIAL QUESTIONS THEY NEED TO ASK:
HOW CAN WE CONTRIBUTE TO THIS MISSION?
HOW CAN WE BE MODELS OF IT?
HOW CAN WE GET OUR FRONT LINER EXCITED ABOUT IT?
3. FRONT-LINERS DELIVER THE MISSION. THEY TOO MUST BE GIVEN
OPPORTUNITY TO ASK CRUCIAL QUESTIONS:
HOW DO WE CONTRIBUTE THIS MISSION?
HOW DO WE MAKE IT HAPPEN?
HOW DO WE RELATE TO PEOPLE WITH WHOM WE DEAL?