COMM 150: Mission statements

Peter Drucker, who was probably the 20th century's most influential management consultant, once famously said "a mission statement should fit on a T-shirt. In an online exerpt from a book called "Managing the Non-Profit Organization," Drucker put it like this:

The first thing to talk about is what missions work and what missions don't work, and how to define the mission. For the ultimate test is not the beauty of the mission statement. The ultimate test is right action.

The most common question asked me by non-profit executives is: What are the qualities of a leader? The question seems to assume that leadership is something you can learn in a charm school. But it also assumes that leadership by itself is enough, that it's an end. And that's misleadership. The leader who basically focuses on himself or herself is going to mislead. The three most charismatic leaders in this century inflicted more suffering on the human race than almost any trio in history: Hitler, Stalin, and Mao. What matters is not the leader's charisma. What matters is the leader's mission. Therefore, the first job of the leader is to think through and deflne the mission of the institution.

And he summed up what he had to say about mission statements with this:

A mission statement has to be operational, otherwise it's just good intentions. A mission statement has to focus on what the institution really tries to do and then do it so that everybody in the organization can say, This is my contribution to the goal.

What does that mean: A mission statement has to be operational? It has to be something you can translate into action. In the portion of "Managing the Non-Profit Organization" excerpted on line, Drucker gives a couple of examples. Here's one:

Here is a simple and mundane example-the mission statement of a hospital emergency room: "It's our mission to give assurance to the afflicted." That's simple and clear and direct. Or take the mission of the Girl Scouts of the U.S.A.: to help girls grow into proud, self-confident, and self-respecting young women. There is an Episcopal church on the East Coast which defines its mission as making Jesus the head of this church and its chief executive officer. Or the mission of the Salvation Army, which is to make citizens out of the rejected. Arnold of Rugby, the greatest English educator of the nineteenth century, who created the English public school, defined its mission as making gentlemen out of savages.

My favorite mission definition, however, is not that of a nonprofit institution, but of a business. It's a definition that changed Sears from a near-bankrupt, struggling mail-order house at the beginning of the century into the world's leading retailer within less than ten years: It's our mission to be the informed and responsible buyer-first for the American farmer, and later for the American family altogether.

Sears has lost sight of its mission in recent years, according to many business analysts. But for a long time, it was nothing if not a farmers' store. Farmers and their families ordered from the Sears catalog (which they also put to other uses), and they shopped at Sears when they came to town. I remember as a kid walking into the Sears in Knoxville, Tenn., and they were selling everything from baby chicks to metal washtubs. You knew it was for farmers. Who are Sears' customers now?