Fine-tuning your mission: your mission statement can put you right on top of your market—or make you irrelevant - Marketing

University Business, June, 2003 by Robert A. Sevier

Based on conversations with hundreds of presidents and administrators, it appears that many people are frustrated with their institutions' mission statements and routinely describe them as too vague, too long, and too much. One president described his mission statement as "flabby." Scott Adams, writing in The Dilbert Principle, says a mission statement is a "long awkward sentence that demonstrates management's inability to think clearly."

Apparently, there is a bit of confusion about the role and purpose of a mission statement. With that in mind, let's start with a simple question: What is a mission statement? For our purposes, a mission statement is a declaration of an organization's central, defining purpose; its raison d'etre, its reason for being. Fundamentally, the mission statement is the cornerstone upon which the vision--and the strategic plans that accomplishes that vision--rests.

WHO IS A MISSION STATEMENT FOR?

Let's take a look at four mission statements. Can you identify the institutions to which they belong?

Mission statement #1: "The--is a comprehensive institution committed to providing a diverse, dynamic learning environment, founded on a strong liberal arts curriculum and characterized by excellence in teaching, scholarship, and service. The University focuses both on undergraduate education that emphasizes a personalized learning environment and on selected masters, doctoral, and other graduate programs that provide students with specialized educational experiences.--programs incorporate scholarship and service to individuals, communities, and organizations throughout the state, the nation, and the world."

Mission statement #2: "--reaffirms its commitment to educating a diverse community of women at the highest level of academic excellence and to fostering the alliance of liberal arts education with purposeful engagement in the world."

Mission statement #3: "--provides leadership for our community's future through innovative experiences and environments for learning."

Mission statement #4: "As a small residential institution dedicated to the highest standards of instruction and research,--will provide an unequaled education that will serve our students for a lifetime, advance the frontiers of knowledge to the betterment of all humankind, and meet the needs of our wider community through partnerships with other institutions. We therefore take as our mission:

* To prepare our students to be the leaders of the next century by providing an education distinguished for its high level of excellence and personal attention.

* To contribute materially to the advancement of knowledge and to educate the next generation of scholars by supporting outstanding research programs as well as graduate and professional study.

* To cooperate actively with other institutions in the use of new discoveries and knowledge for the benefit of society."

Let me give you a couple of hints: The first mission statement is from a regional public in the Midwest. The second is from a prestigious women's college in the East. The third is a community college, also in the Midwest. The final mission statement is from a very prestigious private in Texas.

THE KEY

Still confused about who's who? Here's why: Contrary to popular opinion, mission statements are not for public consumption. By themselves, they are seldom unique. They seldom differentiate. Instead, they are internal guideposts that help shape initial decisions. What makes a mission statement unique is the verve and aplomb with which it is executed.

The four mission statements outlined above are not particularly unique. However, the institutions they guide are. Let's look at mission statement #1, from the University of Northern Iowa. Chances are most readers will not be that familiar with UNI. But I can tell you, the people of the Midwest are. UNI is an exceptional teaching institution, well recognized by its constituencies for the quality of its faculty, facilities, and graduates.

WHY YOU SHOULD PERIODICALLY EVALUATE YOUR MISSION STATEMENT

There are four reasons for having a vital, clear mission.

One--A mission helps focus the organization on what's truly important--and by extension, what is not. Savvy administrators help use the mission statement to deflect distractions and to keep themselves from getting dragged off strategy.

Two--A widely held mission will reduce the amount of unnecessary conflict in an organization by preventing people in the organization from developing competing missions or using resources in ways that are contrary to the mission.

Three--A clear mission is a very powerful tool to use when hiring. Asking candidates to respond to your mission statement can offer keen insights into their suitability. This is especially important for senior leadership positions or for off-campus positions.

Four--A mission can be a source of inspiration to key stakeholders, especially faculty, staff, and administrators. Because mission statements say, "This is who we are and what we stand for," they offer a degree of certainty in an uncertain time.