The non-profit organization exists to bring about a change in individuals and in society. — Peter Drucker*
Change doesn’t happen by having eloquent sounding statements hanging on the wall. It happens when the right activities and actions occur. The job of leadership is to ensure the changes you dream about are realized.
But how do you actually pull that off?
Meaningful mission achievement starts with leadership which at its core is based on solid character not just charm. Leadership is about humility, integrity, and a servant’s attitude. With that foundation, you are able to embody and live out the mission of the organization.
The first job of the leader is to think through and define the mission of the institution. – Peter Drucker
A well defined mission may come from a collaborative conversation but is lived out under the attentive leadership of competent people.
Two examples of what a leader inspired mission can look like
“A world where everyone has a decent place to live. Seeking to put God’s love into action, Habitat for Humanity brings people together to build homes, communities and hope.” – Habitat for Humanity
To prepare young people to make ethical and moral choices over their lifetimes by instilling in them the values of the Scout Oath and Law. – Boy Scouts of America
The key to mission achievement? It must be actionable, measurable and achieved. If it isn’t, it will end up sounding nice but have no teeth or tangible impact.
A mission statement has to focus on what the institution really tries to do and then do it so that everybody in the organization can say, “This is my contribution to the goal.” – Peter Drucker
So let’s get practical and talk about the three key ingredients your must have in your mission.
Three Key Ingredients (Must Haves) to Achieve the Mission
1. Opportunities
A compelling mission responds to the opportunities and needs you see around you. Those opportunities are the ones you believe you can respond to with the resources you have at your disposal.
The question to ask is, “What are the opportunities and needs we see around us?”
2. Competence
Once you identify your opportunities, you must grow your competence to be able to provide the solution or service required to meet that opportunity. It’s assumed you have the strength in this area to build on and make very better.
The closer your action and work matches your values, the greater the resonance and impact.
The question you need to to ask is, “Can we do a decent job of this?”
3. Commitment
The opportunity you seize with the competence you possess must be tackled with 100% of your energy and focus. What you do must be what you believe in. You must schedule the time and expend the effort to see the mission through to fulfillment.
The question you need to ask is: “Do we really believe in this?”
One more element
Even though a mission can have a significant shelf life, the goals and actions you take need regular revisiting, revising and restating. In come cases, an organization is fuzzy on their mission and needs to spend time developing the needed clarity. For others who are clear on their mission, the focus needs to be on how to keep moving that mission into action.
What you don’t want, in the words of Peter Drucker, is “a hero sandwich of good intentions.”
What’s your mission?
What is your plan to turn it into action?
*Source of the quotes: Managing the Non-profit Organization: Principles and Practices, by Peter Drucker
