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Posted: Fri 17th Mar 2023
A long time ago, I sat in my garden on a hot summer’s day and chatted to my husband about my vision for my business.
I was recovering from cancer, so my life started to take on a different meaning. I wanted to have a business that would enable me to work and look after my family.
A business selling products that would enrich people’s lives, where sitting together, eating, sharing ideas around a table – which had been laid out to look inviting with beautiful linen, to appreciate all aspects of the food put on the table – would make the family/friends gathering more enjoyable and memorable.
I wanted our handmade products to have longevity and become family heirlooms – exquisite products that would be affordable for all those who wanted them, for all those who were in need of a more reflective way of living their lives.
Well, that was my vision for my future. I continued the business with that vision in mind but what I omitted was what would I need to do in the here and now to make that vision happen in continuity.
At that time, I was so busy getting my products out into the marketplace, and enjoying the successes in the here and now, that I missed key signs and strategic planning to get me from the here and now to a more stable future for my business.
Many people say it isn't necessary and many companies are successful without them. They thrive and continue to do so, so believe it's pointless spending time and money on writing up a mission and vision statement that has no benefit for the business.
If you're a mission and vision-driven business, you need to consider a few points that will make your company unique, and understand both the business's meaning and focus.
Mission and vision statements can be a great means to give an organisation focus, clarity and direction. However, they don't always work because:
not all businesses need them
the distinction between the two isn't too clear
From my experience of coaching clients, many have a vision, but they haven't considered the mission part. They can see the bigger picture clearly but have no idea how they're going to get there.
So how are they going to realise their mission as part of their future vision?
We often feel compelled to have a mission and vision simply because others do. But it's worth considering, when you're just setting up your business (or even further along the line) whether you are, in fact, a mission and vision business.
It's useful to make a clear distinction between the two because often they can sound the same. And that's where you might encounter difficulties when you begin writing up your statements. Furthermore, if they do sound the same, they may sound vague and ineffectual.
Mission statements work on the here and now. It's what your business is about, its principles, its values, why it does what it does. Its purpose.
Vision statements are the point on the horizon. They concern the future, your long-term goals and how you're going to get there. They're about the core values you (as the owner) have set for the company and the company culture.
A vision statement is also about strategic planning and actions. It needs to incorporate the mission statement.
Who are you writing your mission and vision statement for?
Don't try to appeal to everyone. It isn't for everyone, certainly not for the public, unless you're appealing to a specific part of the market and are wanting them to 'buy' into your ethos and company culture:
Don't be afraid if you put people off – that's actually a good thing. Make sure your mission and vision reflect clear choices and are targeted towards a specific group of people.
Remember to target your mission and vision towards your employees – they're key to your success. (Even if you're a sole trader, at some time you may need to hire staff). You want to inspire them to work towards the company goals.
Be careful not to make it vague or too generic, using terms like "we aim to", "truly inspirational", "number one". Who really knows what they mean?
Mission and vision statements that are written down without action are only words, platitudes, texts, phrases.
They only become a true mission and vision statement when they are lived and enacted. If your company is not mission or vision-driven and you write a statement, the statements don’t reflect a mission or a vision.
Mission and vision are more about our attitudes and how we live them than about words. Actions, not words, are the key drivers – they become believable and trustworthy.
