Tips for How to Develop the Organizational Mission Statement

What is a Mission Statement? Why is it Important?

In both the for-profit and nonprofit sectors, the level of competition for resources and market share is increasing, meaning that organizations without clearly defined goals and objectives risk losing out on valuable customers, volunteers, and employees. Organizational executives are expected to lead and guide the organization (Breene et al., 2007), and many executives take on the responsibility of creating an organizational sense of identity and mission, establishing the organizational culture, and ensuring that this culture and identity match the organization's strategic plan (Glick, 2011).

To address organizational needs, every successful organization has a clearly defined mission statement - a declaration outlining its organizational role and purpose (Alegre et al., 2018). For organizational leaders and executives, the mission statement serves as an important tool to ensure survival and growth. Additionally, the mission statement serves to guide an organization's day-to-day activities and maintain progress toward a long-term vision. In this article, we discuss best practices and strategies for developing our own organizational mission statement as organizational leaders and executives.

Writing a Mission Statement

Components of a Strong Mission Statement

A strong mission statement should be organization-specific, though research suggests that there are certain common components that successful organizations incorporate in their mission statements. Pearce & David (1987) provide an analysis of eight such components, and the components are summarized below.

1. Specify the target audience

2. Identify principal products and services (i.e., what does the organization do?)

3. Specify the location and geographic region of operation (i.e., where does the organization work?)

4. Identify the core technologies or techniques used by the company (i.e., specific technology used in providing services)

5. Express commitment to persistence and growth as an organization (e.g., discuss the plan for how your organization will build on its current success to grow in the future)

6. Specify key elements of the organization’s philosophy (i.e., organizational values, views, and beliefs)

7. Identify and develop an organizational identity (i.e., talk about the strengths of the organization and what your organization brings to the table)

8. Identify the public image your organization wants to portray

To help visualize how the components fit, below are two examples of successful organization mission statements that reflect many of the components outlined above.

Forbes

"To convene, curate, and cover the most influential leaders and entrepreneurs who are driving change, transforming business, and making a significant impact on the world."

US Peace Corps

"To promote world peace and friendship by fulfilling three goals: To help the people of interested countries in meeting their need for trained men and women. To help promote a better understanding of Americans on the part of the peoples served."

In addition, a mission statement should contain two important components: first, show a change in status (for example, enhance, prevent, etc.); and second, how a situation will be changed (for example, access to an audience, resources, etc.). A mission statement should be broad, positive, inspirational, and emphasize organizational focus for at least three years.

Development Process of a Mission Statement

Cochran et al. (2008) outline a five-step process for developing an effective mission statement. These five steps are orientation, component analysis, communication analysis, connotative analysis, and applicability analysis. The components that make up these steps are summarized below.

Orientation

• Create a task force to develop your mission statement
• Review the development process of the mission statement as it relates to the organization

Component Analysis

• Identify the desired components of the mission statement and create a draft of the mission statement

Communication Analysis

• Ensure that the statement is written in a clear and concise manner, and if needed, rewrite the statement to ensure everyone in the organization understands it

Connotative Analysis

• Identify the feelings and emotions generated by the mission statement through interviews and questionnaires of employees and/or volunteers
• Make sure that the statement produces the desired effect and, if not, rewrite the statement

Applicability Analysis

• Determine the contexts and situations where the mission statement will be applied
• Practice applying the mission statement in a variety of contexts to ensure comprehensive usability.

The board should consider revising the organizational mission every three or four years. A revised mission statement needs to be widely used and incorporated in all areas of organizational activities, such as the organization newsletter, bulletin, training materials, and others.

References

Alegre, I., Berbegal-Mirabent, J., Guerrero, A., & Mas-Machuga, M. (2018). The real mission of the mission statement: A systematic review of the literature. Journal of Management & Organization, 24(4), 456–473.

Breene, R. T. S., Nunes, P. F., & Shill, W. E. (2007). The chief strategy officer. Harvard Business Review, 85(10), 84–93.

Cochran, D. S., David, F. R., & Gibson, C. K. (2008). Framework for developing an effective mission statement. Journal of Business Strategies, 25(2), 27–40.

Glick, M. B. (2011). The role of the chief executive officer. Advances in Developing Human Resources, 13(2), 171–207.

Pearce II, J. A., & David, F. (1987). Corporate mission statements: The bottom line. The Academy of Management Executive (1987–1989), 1(2), 109–115.