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Mission or manifesto

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Mission or manifesto

It’s not an easy task to develop a mission statement for your organisation. It’s even more difficult to ensure it stands up, because you need to make difficult choices and be willing to own the outcome of your actions. If you’re going to permit loopholes, wiggle room and deniability, don’t even bother.

The essential choice is this: you have to describe (and live) the difficult choices. You have to figure out who you will disappoint or offend. Most of all, you have to be clear about what’s important and what you won’t, or can’t, do.

You need to decide where your manifesto starts, what it demands, how it will thrive and what it requires.

Starts, as in, “here’s where we are.” Demands? Demands mean making hard choices about who your competition will be and what standards you’re willing to set and be held to. Thrives, because your organisation is only worth doing if it gets to the point where it will thrive, where you will be making a difference, not merely struggling or posturing.

And requires, because none of this comes easily.

Your mission should provide no platitudes, merely a difficult to follow (but worth it) compass for how to move forward. What’s required is the hubris of caring, of thinking big and being willing to fail if that’s what it takes to attempt the right thing.

Thanks to Seth Godin.

Contact us on 01865 881056 or email us at info@shineconsulting.co.uk if any of the issues mentioned here strike a chord.

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