The Mission-Minded Leader

It Starts with the Mission

Great leaders are mission-minded. They are also great communicators. They understand the importance of clear, concise, and continuous communications with their teams. These leaders know how critical it is to get everyone rowing in the same direction. They appreciate the significance of getting people to recognize and carry out the organization’s mission.

So, why do most leaders forget to talk about their mission? Why are most mission statements ignored?

The problem is that most mission statements are typically long, complicated, and boring. They are written by committees and end up sitting in binders on dusty shelves or in cheap frames in the company’s lobby. Few have ever read them and even fewer can recite them. They’re completely irrelevant to the day-to-day operation of the business.

Mission-minded leaders know that when everyone knows the mission, there is cadence. When no one knows the mission, there is chaos.

But what if there was a better way? What if there was a simple method to embed the organization’s mission in everyday discussions? What if there was an easy way to get everyone on the same page?

This can be done and it’s easier than you think. Let me give you an example.

An Unforgettable Mission Statement

More than 20 years ago, my wife was a first-year teacher working at a small public school in Georgia. She had an amazing principal who was leading that school. The school had a mission to maximize the instruction time for each student. He wanted teachers to teach and not conduct other school business. He found a simple way to communicate his mission and it took just four words. In every meeting and interaction with his teachers, he simply said, “get up and teach.”

If teachers found themselves grading homework or working on lesson plans when the students were in the classroom, he wanted his words to remind them of what to do. He wanted them to put down their pens, get up out of their chairs, and teach students. Four simple words, “get up and teach,” was all he needed to communicate the mission.

What’s interesting is that all these years later, my wife still has those words echoing in her ears. Anytime she sits down in the classroom and she’s doing something other than teaching, her former leader’s words come to her. If she’s grading a paper or doing some administrative work, she hears his words, “get up and teach,” so she does. She puts down her pen, gets up, and she teaches because she knows that’s really what she’s there to do. These four simple words have stood the test of time. A mission statement she will never forget.

A Mission to be Different

This is something I have adopted in my business.

I run a manufacturing company called Peak Demand Inc. which I co-founded in 2016. We started this company because we believed that customers were tired of the existing suppliers in the industry. Lead times were long, prices were high, customer support was poor, and the buying process was complex. We wanted to change that. This was our mission.

We chose four simple words to communicate that mission. I remind employees daily that we are a “different kind of supplier.” Our mission is to provide something to the market that they can’t get from the other guys.

For example, other suppliers take 4-6 weeks to ship their product, we do it in 24 hours. Other suppliers have complex buying processes but you can order our products online and pay with a credit card if needed. If anything goes wrong in the field, the other guys make it hard to get it resolved. We have people on the phone 24 hours a day with the goal of getting the problem fixed as quickly as possible.

We’re different. We’re customer-driven, friendly, and we make things easy. When an issue comes up with a customer, I want my words echoing in the ears of my employees. When they start thinking like a big company, I want my words to remind them. I want them to choose a solution that would be different from the rest of the industry. I want them to be a “different kind of supplier.” It’s a quick and simple way to remind everyone of what the mission of our company is.

Internalizing the Mission

Great leaders are mission-minded. They are also great communicators. To be more effective as a leader, you need to communicate your mission daily. To do this, all you need is a simple, easy-to-remember way, to remind your employees of what’s important. Think about my wife, more than 20 years later, she is still reminded of those four simple words, get up and teach.” She’s still following them today even though she’s no longer part of that leader’s organization.

Great leaders are mission-minded. 

Make your mission statement so simple and so effective that when your employees hear it, they get it. They internalize it. It becomes part of who they are. If you do that, you’re going to build a mission-driven organization and be a much more effective leader.

Can you communicate your mission in just four words? Will your team remember it 20 years from now?  Mission-minded leaders answer yes to both these questions.

Learn more about how to be a more effective leader in my new book, I have the Watch: Becoming a Leader Worth Following.

[Photo credit: U.S. Navy photo by Mass Communication Specialist Seaman Edward Guttierrez III/Released]

These Four Words Set Great Leaders Apart

“Bad bosses are small-minded. Great leaders are mission-minded.”

The best leaders are great communicators. They understand the importance of clear, concise, and continuous communications with employees. These leaders know how critical it is to get every employee rowing in the same direction. They appreciate the significance of getting employees to recognize and carry out the organization’s mission.

So, why do most companies and leaders ignore their mission statements? The problem is that these statements are typically long, complicated, and boring. They are written by committees and end up sitting in binders on dusty shelves or in cheap frames in the company’s lobby. Few have ever read them and even fewer can recite them. They’re completely irrelevant to the day-to-day operation of the business.

“When everyone knows the mission, there is cadence. When no one knows the mission, there is chaos.”

But, what if there was a better way? What if there was a simple solution to embed the company’s mission in everyday discussions? What if there was an easy way to get everyone on the same page?

This can be done and it’s easier than you think. Let me give you an example.

More than 20 years ago, my wife was a first-year teacher teaching at a small public school in Georgia. She had an amazing principal who was leading that school. The school had a mission to maximize the teaching time for each student. He wanted teachers to teach and not conduct other school business. He found a simple way to communicate his mission, he used just four words. In every meeting and interaction with his teachers, he simply said, “Get up and teach.”

If teachers found themselves grading homework or working on lesson plans when the students were in the classroom, he wanted his words to remind them of what to do. He wanted them to put down their pens, get up out of their chairs, and teach students. Four simple words, “Get up and teach,” was all he needed to communicate the mission.

What’s interesting is that all these years later, my wife still has those words echoing in her ears. Any time she sits down in the classroom and she’s doing something other than teaching, her former leader’s words come to her. If she’s grading a paper or doing some administrative work, she hears his words, “Get up and teach.” So she does. She puts down her pen, gets up, and she teaches because she knows that’s really what she’s there to do. These four simple words have stood the test of time. A mission statement she will never forget.

This is something I have adopted in my business.

I run a manufacturing company called Peak Demand Inc. which I co-founded in 2016. We started this company because we believed that customers were tired of the existing suppliers in the industry. Lead times were long, prices were high, customer support was poor, and the buying process was complex. We wanted to change that. This was our mission.

I chose four simple words to communicate that mission. I remind employees daily that we are a “Different kind of supplier.” Our mission is to provide something to the market that they can’t get from the other guys.

For example, other suppliers take 4-6 weeks to ship their product, we do it in 24 hours. Other suppliers have complex buying processes but you can order our products online and pay with a credit card if needed. If anything goes wrong in the field, the other guys make it hard to get it resolved. We have people on the phone 24 hours a day with the goal of getting the problem fixed as quickly as possible.

We’re different. We’re customer-driven, friendly, and we make things easy. When an issue comes up with a customer, I want my words echoing in the ears of my employees. When they start thinking like a big company, I want my words to remind them. I want them to choose a solution that would be different from the rest of the industry. I want them to be a “Different kind of supplier.” It’s a quick and simple way to remind my employees of what the mission of our company is.

Great leaders are mission-minded. if you want to be a great leader, you also need to be a great communicator. You need to communicate your mission daily. To do this, all you need is a simple, easy-to-remember way, to remind your employees of what’s important. Think about my wife, more than 20 years later, she is still reminded of those four simple words, “Get up and teach.” She’s still following them today even though she’s no longer part of that leader’s organization.

Make your mission statement so simple and so effective that when your employees hear it, they get it. They internalize it. It becomes part of who they are. If you do that, you’re going to build a mission-driven organization and be a much more effective leader.

Can you communicate your mission in just 4 powerful words? Will your team remember it 20 years from now?  Mission-minded leaders answer yes to both these questions.

Reach out to me on Twitter and let me know what you think. I’d love to hear from you.

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Staying on Course: How to Protect Your Mission

As the machinery division officer on a nuclear submarine during the cold war, I had the challenging task of checking the boat for “rattles” before every deployment. This meant climbing down into every part of the hull structure with a rubber mallet and pounding on anything that could possibly move to make sure it was secure. The goal was to eliminate anything that could make noise.

I knew our boat had one mission, to remain undetected and be prepared to launch our missiles if needed. Inspecting the hull structure was simply part of that mission. In fact, everything we did on board revolved around the mission. Our training, our routines and even our footwear ensured we would remain quiet and ready. “Hide with pride” was the nickname we all used to describe our mission.

The military does a respectable job of focusing its people on the mission. This cannot be said for most companies and organizations. If you asked ten employees what the mission of their company is, you will likely get ten different answers. This is because most company leaders assume everyone knows the mission. The sad truth is that no one really knows what the mission is because leaders don’t talk about it. And when the mission is unknown or unclear, chaos reigns.

One of the biggest problems is “mission drift.” Over time, organizations routinely drift from their founding purpose. When a company or organization is young, its founding mission is usually very clear. The founders and early employees instinctively understand the mission and carry it out daily. But, as time goes on and new people are brought in, the mission becomes muted.

Peter Greer and Chris Horst discuss this in their book, Mission Drift: The Unspoken Crisis Facing Leaders, Charities, and Churches. They say that “without careful attention…organizations will inevitably drift from their founding mission.” Staying on course and protecting your mission can only be accomplished through focused and conscious effort.

Consider these five actions to keep focused and stay on track:

Start with why. Simon Sinek’s breakout bestseller, Start with Why: How Great Leaders Inspire Everyone to Take Action, explains how some organizations are simply more innovative, influential and successful than others. The reason is that their leaders understand and communicate their “why” to their employees. These leaders realized that people aren’t truly motivated by a vision or a mission until they fully understand the motivation behind it. Figuring out your “why” is critical to motivating your team to stay on course.

Know your mission. You can’t expect to be a mission-focused organization if people don’t know the mission. Most leaders incorrectly assume everyone knows the mission. Don’t make this mistake. Communicate and repeat the mission statement every day in meetings and daily discussions. Develop a common language around the mission like we did in the Navy. Make it simple and easy to understand.

 Hire people who embody the mission. Mission-minded organizations know that it’s the people that carry out the mission. This is why hiring the right employees is so critical. Look for individuals who display characteristics and experience that will be essential in achieving the mission. Look for those that will fit the culture of the organization. Leaders should also work with new employees to set expectations early and to monitor their progress.

Make the hard decisions to protect the mission. The real test of a leader is making the hard decisions and staying true to the mission when faced with conflicting priorities. These typically involve employees, ownership, money, customers, suppliers or partners. A leader who protects the mission and makes the tough call to put the mission first will be respected by the team. They will know there is a deep commitment to the vision of the organization.

Measure what matters. What gets measured, gets done. The things you measure should reflect your organization’s mission and objectives. For example, if you want to be the fastest supplier in the industry, measure lead times. If you are trying to become a premier college-prep high school, measure the number of college scholarships awarded to seniors each year. The challenge is identifying the right things to measure. Metrics that matter to your mission aren’t always easy to identify or track. Still, push hard to find something that can be used as a gauge of your success.

Staying on course and protecting the mission is difficult, especially in the long term. Mission drift and conflicting priorities can derail the efforts of any organization. Finding your “why” and communicating your mission on a daily basis to employees will help solidify your focus. Keep your mission in mind when hiring, making decisions and measuring results. Don’t leave the success of your organization to chance.  Protecting your mission can only be accomplished through focused and deliberate effort.

[Photo Credit: U.S. Navy photo by Mass Communication Specialist 1st Class Amanda R. Gray/Released]