Considering a Leadership class has a business. I have to answer a couple of questions ( 3-7 answers for each)Why are we here?What do we stand for?Where are we going?A (company) is not a machine but a living organism and, much like anMission Statementsindividual, it can have a collective sense of identity and fundamentalpurpose. This is the organizational equivalent of self-knowledge – sharedunderstanding of what the (company) stands for, where it’s going, what kindof world it wants to live in and,most importantly, how it intends to make that world a reality.”1The Mission Statement explains the fundamental purpose of an organization orinitiative. It gives the reason for the organization’s existence. It answers thequestion “Why do we exist?”To develop a Mission Statement the question to be asked is “What are wehere to do together?”Some guiding questions in building a Mission Statement:1. What is our purpose?2. How do we behave?3. Whom do we serve?VisionSometimes, Mission Statements can include a Vision Statement to state a senseof direction. Such a statement says if we are true to our purpose today, whatmight be the result in the future. A Vision statement answers the question”where are we going?”.Values and BeliefsMission and Vision tell of what we are and where we are going, and values andbeliefs tell about how we believe, act and behave while we are en route.Sometimes groups work on values and beliefs statements separately from theMission Statement. A beliefs statement is sometimes called “common ground”or “grounding assumptions”. Values statements are usually referred to as”Ground Rules”, “Process Guidelines” or “Climate Goals”. Regardless of whatwe call them they are a crucial part of the formation of an organization orinitiative, because the process of developing them together is key to creating astrong and coherent foundation from which to accomplish our goals.The articulation of our Values and Beliefs can act as a template or guide thatwillpredetermine our decisions and predict how we perform our duties and live inour relationships to the group. Our activities should reflect our beliefs andvalues in practice (what we do) and process (how we do it).1To develop your Mission and Vision Statements:Do a separate brainstorm on each of the three following questions (3-7 thoughtson each):1. Why are we here?2. What do we stand for?3. Where are we going?References for this exercise include:1.2.The Fifth Discipline Fieldbook, Strategies and Tools for Building a Learning Organization , P. Senge, R. Ross,B. Smith, C. Roberts and A.KleinerThe Strategic Process, Henry Mintzberg, James Brian Quinn and John Voyer.3.Building a Learning Organization, Dufour, R.4.Thanks also to: Nancy Gale, Director, Williams Lake, BC, Child Development Centre

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