When was the last time your board discussed the organization’s mission and vision? How much has changed – big shifts as well as incremental changes – since that time?
We find that evaluating the mission and vision is either a glossed over exercise – not much more than a quick reaffirmation of the mission statement – or a tediously-detailed (i.e., word-smithing) part of a large strategic planning effort. Neither produces helpful results.
Yet, a biannual mission and vision evaluation serves several needs of the board. First, it takes stock of the environment in which you live and work. What’s it like today? How do we expect it to change in the next two or three years? How does this impact our long-term direction?
Second, it faces everyone in the same specific direction. It’s no good to say something akin to, “We’re heading north” (a 90-degree chunk of the compass). Rather, we need to say, “Our heading is 012 degrees.” Specificity lets everyone know exactly who we’re serving and why.
Third, and perhaps most significantly, reconnecting with the mission and vision of the organization breeds ownership. Effective fundraising, ambassadorship, and board recruitment requires personal connection to the mission of the organization. This exercise allows each board member the opportunity to engage the mission on his/her own terms…to find that personal stake. It deepens each person’s commitment and motivates their informing and inviting others.
So, I encourage taking time to evaluate your organization’s mission and vision at least every other year. ONEplace can help with resources or in facilitating the conversation. It will strengthen your connections and your resolve.