Mission statements light the way; they focus the editorial staff and communicate and highlight the magazine's position within the organization

Folio: The Magazine for Magazine Management, March 15, 1995 by Anne Graham

"Research tells us that 14 out of any 10 individuals like chocolate," author Sandra Boynton observed recently. And if you talk to 10 magazine gurus, 14 of them will tell you that a mission statement is absolutely critical to the success of an association magazine.

"Without a mission statement, a magazine is doomed--an association publication or any other magazine," asserts Samir A. Husni of the University of Mississippi Department of Journalism. "The mission statement is like a lighthouse: It shows the way to everyone involved with the publication."

Despite the glowing recommendation, many association magazine staffs don't have a mission statement; or if they do, they don't really rely on it as a vital directive. Others simply claim the association's general mission statement as their own, or maintain that they operate by an unwritten statement that is nonetheless known to everyone.

To this last group, Douglas Damerst, editor in chief and publisher at the American Automobile Association, issues a challenge: "Without any advance notice, invite eight or 10 people connected with the periodical to meet. Once they're together, ask each to write his or her version of the magazine's mission statement, and see how closely they match up. I think I could rest my case at that point. "

Damerst, the founder of AAA's new Car & Travel, says that a magazine's mission statement drives all of a magazine's decision-making. "Developing a mission statement compels us to think clearly about every aspect of the publication," he points out. "It's simply good business practice, and is probably the most reliable determinant of publishing success."

Effective mission statements provide fundamental guidance, ensure that staffs apply the same clearly defined concept of the publication's mission, and enhance decision-making-on everything from accepting or rejecting a manuscript to hiring European ad reps. For association titles, however, they do even more. A cogent statement, especially one stamped with approval by the association leadership, heightens awareness of the magazine's role, contributes to organizational success, and inspires support for magazine initiatives.

No one suggests, however, that the process of developing a mission statement is either quick or easy. And there is no precise formula that works for every magazine. The first draft may be conceived and written by a single "visionary," such as the editor, or it may be a group effort. For an association title, however, buy-in from constituents will be essential at some point.

For Colleen Katz, editor of Journal of Accountancy, published by the American Institute of Certified Public Accountants, developing a mission statement was almost a year-long project. "My first initiative was to speak with our president about my conviction that we needed a mission statement. He agreed, and I began writing," Katz recounts. "We pulled together a group of respected members to serve as a sounding board, and I sent my draft to them, asking for their comments.

"This turned out to be a fortuitous course of action," Katz continues. "These individuals gave me feedback that was invaluable. I incorporated their comments and sent them a revision that I also submitted to our president. He, in turn, circulated it to our vice presidents, and eventually we had a done deal. We subsequently published the mission statement in the Journal, along with a letter from the president supporting it.

"The whole process was an eye-opener for everyone concerned, not just staff. Perhaps it's just the nature of association publishing; but, clearly, not everyone understands our function. The mission statement has helped us to define and communicate our unique position within the organization, especially with regard to our responsibility to readers. Association publications cannot be wholly independent; but if they are to be of genuine value to readers, they must be balanced. Our mission statement has helped us to achieve that balance. "

While the associations and publications Katz and Damerst represent are large, mission statements are no less valuable to smaller ones. Even one- or two-person staffs will achieve a stronger voice, both internally and externally, when the publication's vision is defined and shared and lives and breathes.

Missions are usually captured in a single sentence ("The shorter the better," Husni advises), but the "full mission statement," which explains and amplifies the statement, is likely to be three or four pages long. The substance of most mission statements will provide answers to three basic questions: What is the need for this publication? How do we fill that need? How do we reach our dual audiences of readers and advertisers?

In an ideal situation, associations will have in place an organizational mission statement, which should be considered and integrated into the magazine's statement. The fact that no "umbrella" statement exists should not deter magazine staffs from developing or revitalizing their own statement, however. In instances where the magazine mission statement predates the association's, the staff can always revisit and revamp, if necessary.