leadership & team development writing assignment
smilenjoylife
MAN3046Module3LecturePresentation1transcript.docxMAN 3046 Module 3 Lecture Presentation 2 (b2MyaR0gMo0)
Hi. Bruce Johnson here. And in this video today, I want to take a look at two of the most strategic decisions any business, any organization, any company can ever make. And those two decisions are what is our mission, and what is our vision. Unfortunately for most companies, they often come up with rather poor answers to those two questions. Because there's often a lot of misunderstanding among their executive team about what the terms actually are. So one thinks a mission is this, someone thinks it's this, someone thinks it's this. And when there's confusion on your team, you can almost guarantee that the results you're going to get are going to be less than optimal. So if you like to make better strategic decisions about your company, your business, or your organization that can literally propel it toward the future, and can help you take more market share, then you're going to want to listen and figure out how to differentiate between a mission statement and a vision statement. With that said, let's take a look at the first one, a mission statement. Now for me the best way to define something is to go back to what the word itself means. So for example, when you hear the word mission, what do you hear? For example, if a military organization is going to go on a mission, what does that mean? Chances are it means that a group of them are going to go out for a specific purpose to do something, quite frequently to a specific person or group of people. If you hear that a religious organization, like a church, for example, is going to go on a mission's trip, you assume that a group of people are going to go out to try to do something for a specific purpose to a specific group of people. So a mission is about what somebody does. It's not meant to be necessarily aspirational. It's about what you do. And a good mission statement should define what you as a company do, and in fact what you don't do, and quite frequently for who you might do it. And we don't have enough time in this video to go through what makes a good mission statement or good vision statement. I'll do that in further videos. But let me just give you an example of what I would consider to be a good mission statement. A good mission statement from my perspective would be United States Tennis Association. United States Tennis Association says that their mission is to promote and develop the growth of tennis. Now they don't necessarily define who they're doing it for, because the name of the organization-- United States Tennis Association-- kind of does that. But some people might choose to add that on there-- for tennis players in the United States, or for in the United States. Because it's clear that the United States Tennis Association is not trying to promote and develop the growth of tennis in Kazakhstan. It's in the United States, kind of understood. But those two things that they focus in-- promoting the growth of tennis, and developing the growth of tennis-- have really driven that organization in the last decade since they created it. And in fact, if I understand correctly, tennis is the only organized sport-- I mean, mainline sport-- that has actually been growing in the past decade in participation. It was declining, and now it's inclining. Why? Because they got very clear on their mission. It is about promoting and developing the growth of tennis. And that drives everything, including resource allocation, initiatives, et cetera. And it's working. A great missions statement-- simple, direct, and operative. Now that's a mission statement. On the other hand, what's a vision statement? A vision statement is something completely and radically different. A vision statement-- if you go back to its root word-- is about vision. It's about seeing something. A vision statement is not about what you do. It's about what you want to be or become. It's something in the future. A mission statement is kind of perfunctory-- this is the work we do, it defines what we do. But a vision statement should inspire the hearts of the people who are working it to be something that's aspirational, something that the people get excited about and thrilled about. And they say, I want to be a part of that. It is not just what you do. It's about what you want to be or become. And that's radically different. So let me give you what I would consider to be a good vision statement from a railroad company, Norfolk Southern. And theirs is not defined by railroad at all. Their vision statement is to be the safest, most customer-focused, and most successful transportation company in the world. Now whether you think they are doing that or not is irrelevant. It's aspirational. It's what they want to be. And you can see how the people at Norfolk Southern would get really excited about that. We want to be the safest. We want to be the most customer focused. We want to be the most successful transportation company in the world. And that's why often in vision statements you'll hear words like, we want to be the preeminent. We want to be the premier, or the best in class, or world class, or something like that. It's meant to be aspirational, where people say, yes, I want to give my time, my energy, to that thing. So that's really the difference between a mission and a vision statement. Mission statement is about what you do. Vision statement is about what you want to be or become. A mission statement is focusing on today, what we do. Whereas a vision statement is focusing on what we want to become. It's focusing on the future. And that's the difference. So now in future videos, we'll talk about what makes a good one or a bad one. But for right now, you have enough to start moving forward into finding a great mission statement, a vision statement to your accelerated success. I wish you the best until next time. Bye-bye.
MAN 3046 Module 3 Lecture Presentation 2 (b2MyaR0gMo0)
Hi. Bruce Johnson here. And in this video today, I want to take a look at two of the most strategic
decisions any business, any organization, any company can ever make. And those two decisions are
what is our mission, and what is our vision.
Unfortunatel
y for most companies, they often come up with rather poor answers to those two
questions. Because there's often a lot of misunderstanding among their executive team about what the
terms actually are. So one thinks a mission is this, someone thinks it's thi
s, someone thinks it's this. And
when there's confusion on your team, you can almost guarantee that the results you're going to get are
going to be less than optimal.
So if you like to make better strategic decisions about your company, your business, or
your organization
that can literally propel it toward the future, and can help you take more market share, then you're
going to want to listen and figure out how to differentiate between a mission statement and a vision
statement. With that said, let's ta
ke a look at the first one, a mission statement.
Now for me the best way to define something is to go back to what the word itself means. So for
example, when you hear the word mission, what do you hear? For example, if a military organization is
going t
o go on a mission, what does that mean? Chances are it means that a group of them are going to
go out for a specific purpose to do something, quite frequently to a specific person or group of people. If
you hear that a religious organization, like a church
, for example, is going to go on a mission's trip, you
assume that a group of people are going to go out to try to do something for a specific purpose to a
specific group of people.
So a mission is about what somebody does. It's not meant to be necessari
ly aspirational. It's about what
you do. And a good mission statement should define what you as a company do, and in fact what you
don't do, and quite frequently for who you might do it. And we don't have enough time in this video to
go through what makes
a good mission statement or good vision statement. I'll do that in further videos.
But let me just give you an example of what I would consider to be a good mission statement.
A good mission statement from my perspective would be United States Tennis Ass
ociation. United
States Tennis Association says that their mission is to promote and develop the growth of tennis. Now
they don't necessarily define who they're doing it for, because the name of the organization
--
United
States Tennis Association
--
kind of
does that. But some people might choose to add that on there
--
for
tennis players in the United States, or for in the United States. Because it's clear that the United States
Tennis Association is not trying to promote and develop the growth of tennis in
Kazakhstan. It's in the
United States, kind of understood.
But those two things that they focus in
--
promoting the growth of tennis, and developing the growth of
tennis
--
have really driven that organization in the last decade since they created it. And
in fact, if I
understand correctly, tennis is the only organized sport
--
I mean, mainline sport
--
that has actually been
growing in the past decade in participation. It was declining, and now it's inclining. Why? Because they
MAN 3046 Module 3 Lecture Presentation 2 (b2MyaR0gMo0)
Hi. Bruce Johnson here. And in this video today, I want to take a look at two of the most strategic
decisions any business, any organization, any company can ever make. And those two decisions are
what is our mission, and what is our vision.
Unfortunately for most companies, they often come up with rather poor answers to those two
questions. Because there's often a lot of misunderstanding among their executive team about what the
terms actually are. So one thinks a mission is this, someone thinks it's this, someone thinks it's this. And
when there's confusion on your team, you can almost guarantee that the results you're going to get are
going to be less than optimal.
So if you like to make better strategic decisions about your company, your business, or your organization
that can literally propel it toward the future, and can help you take more market share, then you're
going to want to listen and figure out how to differentiate between a mission statement and a vision
statement. With that said, let's take a look at the first one, a mission statement.
Now for me the best way to define something is to go back to what the word itself means. So for
example, when you hear the word mission, what do you hear? For example, if a military organization is
going to go on a mission, what does that mean? Chances are it means that a group of them are going to
go out for a specific purpose to do something, quite frequently to a specific person or group of people. If
you hear that a religious organization, like a church, for example, is going to go on a mission's trip, you
assume that a group of people are going to go out to try to do something for a specific purpose to a
specific group of people.
So a mission is about what somebody does. It's not meant to be necessarily aspirational. It's about what
you do. And a good mission statement should define what you as a company do, and in fact what you
don't do, and quite frequently for who you might do it. And we don't have enough time in this video to
go through what makes a good mission statement or good vision statement. I'll do that in further videos.
But let me just give you an example of what I would consider to be a good mission statement.
A good mission statement from my perspective would be United States Tennis Association. United
States Tennis Association says that their mission is to promote and develop the growth of tennis. Now
they don't necessarily define who they're doing it for, because the name of the organization-- United
States Tennis Association-- kind of does that. But some people might choose to add that on there-- for
tennis players in the United States, or for in the United States. Because it's clear that the United States
Tennis Association is not trying to promote and develop the growth of tennis in Kazakhstan. It's in the
United States, kind of understood.
But those two things that they focus in-- promoting the growth of tennis, and developing the growth of
tennis-- have really driven that organization in the last decade since they created it. And in fact, if I
understand correctly, tennis is the only organized sport-- I mean, mainline sport-- that has actually been
growing in the past decade in participation. It was declining, and now it's inclining. Why? Because they
