Read the document attached "Thoughts on Vision and Mission" Develop a mission and a vision statement for your department, this class or your family -You are to post your response to this question in week three discussion area as well as submit to week three assignment drop box area. -You are to respond/reply to one other classmate response giving constructive feedback in week three discussion area Attachments - Thoughts on Vision and Mission.doc Thoughts on Vision and Mission Compiled by Robert A. Floyd, CAE Organizational purpose is often summarized in mission or vision statements. Organizations need both, but they are not synonymous. Vision and mission are not only different in content, they also serve completely different purposes. Vision is intended to inspire and to motivate an association and to guide it in selecting strategic issues to tackle. Mission is more a disciplinary tool, establishing clear boundaries and fighting the "headless chicken" syndrome. Vision moves an association in new directions. Mission keeps if from losing its head in willy-nilly expansion. Source: Boards That Work by Douglas Eadie Vision Vision is what you want to be tomorrow. It is an imaginary leap into the future. Or as the poet Robert Browning wrote, "Your reach should exceed your grasp, or what's a heaven for." Visioning requires letting go of preconceived notions about the organization and allows for creative and strategic thinking for the organization. A vision is what George Bernard Shaw often quoted line from The Devil's Disciple: "some men see things as they are and say why. I dream things as they never were and say why not." When President John F. Kennedy challenged the American people saying "We will put a man on the moon and bring him back to earth in this decade" he was articulating a strong vision. Vision is a dream. It is a reach. It can fly. Organizations need a dream. Source: Doing Good Better: How to be an Effective Board Member of a Nonprofit Another President on Vision "I have a problem with this Vision thing," former President George Bush. Lack of Vision "They couldn't hit an elephant from this dist..." (The last words of Union General John Sedgwick, at the Battle of Spotsylvania in 1864.) Dilbert on Vision "All good vision statements are created by groups of people with bloated bladders who would rather be doing anything else." Other Thoughts on Vision - A leader's first job is to articulate a clear compelling vision for the organization. - Leaders share the vision and let everyone shape the vision. - Everyone in the organization must believe in the vision. - A vision must inspire...stretch... and be the guiding light. - The leader must be absolutely clear in her own mind what she believes. - The leader's vision is the organization blueprint for a better future. - The vision must clarify direction, instill a sense of common purpose. - A leader must be able to translate the vision into reality. - A vision must create a common purpose. - A solid vision keeps people pulling in the same direction. - A leader must get her followers to focus on outcomes. - A compelling vision is the foundation of a high performance Source: Leading People by Robert Rosen - A compelling vision is the foundation of a high performance Source: Leading People by Robert Rosen Mission Mission is what an organization is committed to do today. A succinct mission statement sets forth the organization's purpose and philosophy. Although brief, the mission statement will specify the fundamental reasons for the organization's existence; establish the scope of the organization; and identify the organization's unique characteristics. Drucker on Mission "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." Mission statements must be simple and clear. The three "musts" for a successful mission are: - Need. For a nonprofit, need is opportunity. The more compelling and urgent the need, the greater the opportunity. Where can our resources really make a difference or create a new dimension of importance? - Competence. Nonprofits must limit themselves to their field of competence. They cannot be all things to all people. Look at strength and performance. Do better what you already do wellif it is the right thing to do. - Commitment. Everyone, including directors specifically, must be committed to the stated mission and spare no effort in the fulfillment of it. Source: Managing the Nonprofit Organization by Peter F. Drucker Nilhert on Miscion brief, the mission statement will specify the fundamental reasons for the organization's existence; establish the scope of the organization; and identify the organization's unique characteristics. Drucker on Mission "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." Mission statements must be simple and clear. The three "musts" for a successful mission are: - Need. For a nonprofit, need is opportunity. The more compelling and urgent the need, the greater the opportunity. Where can our resources really make a difference or create a new dimension of importance? - Competence. Nonprofits must limit themselves to their field of competence. They cannot be all things to all people. Look at strength and performance. Do better what you already do wellif it is the right thing to do. - Commitment. Everyone, including directors specifically, must be committed to the stated mission and spare no effort in the fulfillment of it. Source: Managing the Nonprofit Organization by Peter F. Drucker Dilbert on Mission A mission statement is defined as "a long awkward sentence that demonstrates management's inability to think clearly" All good organizations have one. Develop a mission and a vision statement for your department, this class or your family