The Rhetoric of Mission Statements

Theoretically and in a historical context the mission statement was at the core of a firm’s strategic directive. A mission statement should define the purpose of the organization, and function as a core component of the company’s vision, ethics and values. However, more recently, mission statements have become an object of play, to be reflected upon, revised and rewritten as frequently as organizations are reengineered, reorganized and downsized. This has served to degrade the value of the mission statement in the eyes of the average employee, and to allow for the build-up of a great deal of sarcasm and cynicism (many first-hand experiences...); further, recent debacles at a large number of venerable and respected American companies such as Enron, MCI WorldCom, Tyco and others – and the inexcusable behavior exhibited by the leaders of these organizations – has provided clear evidence that senior management does not pay more than lip service to said statements.

Mission statements present a conundrum of sorts. Ron Graham, of the College of New Jersey, explained why in a wonderful little essay:

There are two problems with using mission statements in this way:
1. If the staff is already focused on what it's supposed to be doing, it doesn't need the mission statement;
2. If the staff is not focused on what it's supposed to be doing, then there is a problem more fundamental than the need for a mission statement.(Graham, n.d.)

Jaffe (2007) provides an excellent three-part guideline for creating mission statements that should not simply become rhetoric… “First, it's no more than a single sentence long; second, it can be easily understood by a 12-year-old; and third, it can be recited from memory at gunpoint.”

A mission statement can provide an important foundation for a company if crafted right; it can be a point of ridicule and employee criticism when not. It should not be arrived at through consensus – employees’ ideas should most definitely be solicited, but at the end of the day the mission statement should reflect managements’ vision.

A couple of examples:

Scott Adams (of Dilbert fame) created the following corporate mission statement for Logitech:

"The New Ventures Mission is to scout profitable growth opportunities in relationships, both internally and externally, in emerging, mission inclusive markets, and explore new paradigms and then filter and communicate and evangelize the findings." (Graham, n.d.)

In order to consult for Logitech Adams fooled senior management and represented himself as a “credible consultant” - with the (well paid...) result being the mission statement above!

Obviously, this is an example of a terrible mission statement…

In contrast, State Farm’s mission statement closely follows the guidelines laid down by Mr. Graham: "To help people manage the risks of everyday life, recover from the unexpected, and realize their dreams."

And perhaps the best mission statement ever put together is the mission statement for the human race - as can be found in the book of Genesis: “Be fruitful, and multiply…”

Indeed.

Want to explore some mission statements?
Try Man on a Mission, a blog dedicated to making mission statements public.

Reference

Graham, R. (n.d.) Mission Statements.

Jaffe, A. (2007). How Business Partners can Create a Joint Vision. The Wall Street Journal Center for Entrepreneurs StartUp Journal.