People Strategies: Not-for-profits give lessons on powerful mission statements

Linda Bower is a speaker, executive coach and human performance improvement consultant in Rogersville.

Managers and companies still unconvinced about the value of a mission can learn a lot from not-for-profit organizations. Volunteers are living proof of the power of having a mission. The key is to write a mission statement that can touch people's personal sense of purpose.

There is too much consternation about defining the difference between the words: mission, vision, purpose, slogan, mantra or tagline. It doesn't matter what you call it as long as you have articulated a compelling reason for people to be involved with your company.

In my experience, a company needs a mission that states what the organization is about and a vision stating where the organization is going. Purpose tends to be used more for individuals rather than organizations. Slogans, mantras and taglines are offshoots of mission and vision statements.

Two local not-for-profit organizations Southwest Missouri Humane Society and Council of Churches of the Ozarks demonstrate the power of mission.

In 2003, Southwest Missouri Humane Society depended upon 149 volunteers, 3,831 volunteer hours, not including foster care. Along with the staff, volunteers supported 15,314 animals of which 6,883 were adopted and 7,513 were euthanized (fortunately, there has been a 32 percent decline in euthanasia since 2001).

Speaking as one of the Humane Society's volunteers, I can tell you that it takes a strong sense of purpose to clean up loads of fresh messes in a hot room with loud yipping puppies. I find myself repeating the Humane Society's mission statement, "Helping those who can't help themselves."

Yet, when I help an animal find a home and someone find a companion, it fills me with a kind of joy I can't really describe. It's during these times that I don't think about or need a mission statement.

A company's mission statement is for the tough times, not the good times. Does your mission statement pull employees through the unpleasant realities of your business and focus them on why they are there?

Council of Churches is celebrating 35 years as a "faith-based human-services organization serving the people of the Ozarks." It is where area churches unite to help the community regardless of Christian denomination; currently 19 denominations are represented.

Council of Churches sponsors nine community programs in the areas of child care, adult care, family care and even a therapeutic horse-riding program.

Each year, an estimated 2,561 volunteers put in 175,538 hours of labor. They deliver service and assistance regardless of their personal affiliation or the affiliation of those they serve.

Council of Churches' published mission statement is: "To improve the quality of life through cooperative ecumenical outreach in the name of Jesus Christ, by doing together what we can do best together."

While I find its formal mission statement lacking clarity, Council of Churches' mission is very clear by the mantra, "Service unites, doctrine divides." This appeals to organizations and individuals and it is something people can focus on during the tough times; it clarifies the mission statement.

Neither of these organizations would exist nor survive if they didn't appeal to a lot of people's personal sense of purpose. How well would your company pass the mission test?

Does your mission statement say what it means? Could anyone read it and know what is important to the company? Does it provide motivation to join or stay involved with the company? Can you remember it?

This was a pass/fail test. If you answered "yes" to all four questions, you have a compelling mission statement. If you answered "no" to any of the questions, you are missing an opportunity to motivate personal contribution.