On Monday, I attended an industry event where the speaker was asked a straightforward question: “What is your vision for the organisation?” His response was interesting. Rather than offering a bold new vision, he acknowledged that the organisation already had a vision and did not need to reinvent it just because he was now at the helm.
This exchange got me thinking—what if the real question was not about vision at all but about the mission? If the mission parameters were better defined, would the industry have a better sense of what the organisation decision making orientation was and act accordingly? A bit of homework, perhaps?
Of course, this all got me thinking about leadership. With the speed of change and where uncertainty is constant, perhaps mission—not vision—should be the centrepiece of leadership.
So, for this week, I am sharing why I believe mission is now more critical than ever and how leaders can prioritise it to drive meaningful change and impact.
Vision vs Mission: What’s the difference?
Vision and mission are often discussed together, but they serve different purposes. Vision defines the “where”—where we are headed, the future we aspire to create. On the other hand, the mission is the “why” and “what”—the purpose that drives us and the principles guiding our journey.
For years, vision was often seen as the hallmark of strategic leadership. Leaders were encouraged to craft inspiring visions to rally teams around a common goal. While vision is important, I believe mission deserves to take centre stage, especially in today’s complex environment.
What makes me say that mission matters more today? Here are a few reasons:
Purpose-driven leadership
We are living in an era where purpose is paramount. Employees, especially younger generations, seek work that aligns with their values. Consumers gravitate toward brands that reflect their beliefs. In this environment, a well-defined mission is not just a statement—it is a strategic advantage.
Mission answers the question, “Why do we exist?” It provides clarity, fosters alignment, and strengthens loyalty. It is the anchor that keeps everyone connected to the organisation’s core purpose, even as the world around us shifts.
Take Patagonia, for example. Their mission, “We’re in business to save our home planet,” drives everything they do, from product design to supply chain decisions. It galvanises employees, attracts like-minded customers, and defines their identity in the market.
Adaptability in uncertain times
We are in a time of unprecedented disruption. The COVID-19 pandemic, technological disruptions, and societal shifts have constantly made organisations rethink their strategies. In such a volatile environment, vision can sometimes feel too abstract. A five-year plan can quickly become irrelevant when the world changes overnight.
Mission, however, is built on enduring principles rather than specific milestones. It provides stability, even when strategies must pivot. Organisations with strong missions seemed much better able to navigate the pandemic because they could remain true to their core values while adapting to new realities. Of course, this is not about discarding vision; it is about allowing the mission to guide evolving strategies so leaders can stay adaptable without losing sight of what truly matters.
Employee engagement and retention
Ask any leader or manager their most significant challenge, and attracting and retaining talent will rank among the top three challenges. A strong mission is a powerful tool in this regard. Research shows that employees who believe in their company’s mission are more engaged and motivated. Mission-driven cultures create a sense of belonging, leading to higher job satisfaction and lower turnover.
Will mission be the only reason people come and stay with you? Of course not, but it sure helps.
The role of vision is still important, but it is secondary
While I believe mission is paramount, vision still plays a crucial role. Vision gives the mission direction—it is the long-term goal that the mission propels you toward. The key is that vision should be a natural extension of the mission, not something detached from it. Vision inspires, but mission provides the actionable framework for how to get there.
For example, a company’s vision might be “to lead the world in clean energy solutions.” Still, it is the mission—such as “to make clean energy accessible and affordable to all”—that gives daily meaning to that goal. It is the mission that guides the micro-decisions employees make every day.
So, if the mission is to be the driving force behind leadership, it must be more than a plaque on the wall. Here are some ideas on how to make it real (feel free to substitute organisation with department/section/team):
Revisit and clarify your mission regularly.
Mission statements can become stale if they are not regularly revisited. And please, no 1990s “motivational” posters here – missions must be relevant and personalised. As leaders, it is essential to ensure your mission is still aligned with your organisation’s purpose and is relevant in today’s context. Gather feedback from across the organisation—how do people perceive the mission? It might be time to refresh if it feels disconnected or outdated.
Align goals and strategies with the mission
Your mission should be the foundation for every strategy and goal you set. Before launching a new initiative, ask yourself: Does this align with our core purpose? Is it a distraction, or does it help fulfil the mission? When goals and strategies are mission-aligned, resources are focused on what truly matters. Less waste. And less angst for everyone around. It also helps to anchor the explanation for leaders’ decisions.
Communicate the mission consistently
A mission is only effective if it is lived and breathed throughout the organisation. Leaders must make it part of the daily language—in meetings, project updates, and performance reviews as examples. Celebrate achievements that reflect the mission. And use it as a decision-making lens at every level. For example, when faced with competing priorities, encourage teams to ask, “Which option best serves our mission?”.
Empower employees to live the mission
Your mission must empower employees to make decisions that align with the organisation’s purpose. Provide the training, resources, and autonomy they need to make this happen. Recognise and reward those who embody the mission in their work. Be consistent. Be clear. And reward accordingly.
Evaluate and adapt while staying true to the mission
In times of change, adaptability is crucial. However, adaptability does not mean compromising your mission. When facing new challenges, revisit your mission as a guiding principle. Ask: How can we pivot while staying true to our purpose? This ensures flexibility while maintaining integrity.
If you think mission clarity is only for CEOs or large organisations, think again. Every department, team, and individual can benefit from a clear mission. Clarity of purpose is not reserved for the higher-ups or complex entities. Defining your mission—for your team or yourself—provides clear direction and focus.
Invitation to Action
Here are some things for you to consider if this is something you would like to explore further.
Reflect on your mission: Is it clear, relevant, and actionable today? If not, make revisiting and refining it a priority. I like Dr Alex Lyon’s work, so he is an excellent place to explore.
Lead with purpose: In every decision, ask how it aligns with your mission. And if it does not, then consider revisiting your mission parameters.
Empower your team: Think about how you can create opportunities for your team to connect with the mission in their daily work. Help them see how their contributions drive the organisation’s purpose. And if in doubt, ask them. They probably already have some ideas.
Communicate and celebrate the mission: Consistently reinforce the mission in your communication and celebrate actions (and wins) that reflect it.
And remember the famous anecdote from NASA in the 1960s: when President Kennedy asked a janitor what he was doing, the janitor replied, “I’m helping put a man on the moon.” That janitor understood that every role was essential to the larger mission, no matter how small it might seem. As leaders, it is our job to ensure that everyone in our organisation, department or team feels that same sense of purpose.
And as always, if you invest in yourself, and your team, the rewards will be unfathomable.
Until next time.
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