. A Burning Sense of Mission by Tom Terez Before reading this column, please gather the following: one book of matches, one large steel drum (empty), one container of lighter fluid, and all available copies of your organization's mission statement. "Copies" can include business cards, plaques, wall-hangings, desk ornaments, and other imprinted items. Situate the steel drum outdoors on flat ground at least 50 feet from the nearest building. Fill the drum with all collected copies of the mission statement. Sprinkle liberally with lighter fluid. Then ignite a match and toss it into the drum, being careful to maintain a safe distance. Stand back and watch the blaze. Cheering is optional but recommended. So now you know: I've got a problem with mission statements. Missions are vital. Meaningful missions are what prompt people to use their hearts and minds at work. But mission statements are something else entirely. Sure, there are organizations that have mission statements and meaningful missions. There might even be a connection between the two. But there are many more companies that have elaborate mission statements and yet are all about tasks, only about tasks, devoid of any deep purpose. How does it happen? A few senior leaders huddle in a conference room, they cobble together their best dangling modifiers, and they emerge with "our" mission statement. It gets sealed in laminate, distributed to the employees, slapped on marketing materials, and added to the organization's Web site. Then it's on to the next task. Ask most leaders about their mission and you'll hear a common response: "You mean a mission statement, right? Sure, we have one. We did that a year or so ago. Let's see, it's... " And the exec flips over a business card for a quick refresher, reading it with all the passion of someone scanning the day's obituaries. Ask employees about their mission, and most will scratch their heads and talk about tasks. Ask them about their mission statement, and you'll get all sorts of responses. Some will shrug their shoulders and wonder aloud whether they have a mission statement. Others will mumble something vague about "being world class" or "serving customers." And many will laugh out loud. "Our mission statement? You mean their mission statement." By "their," they mean top management. Mission statements became all the rage during the 1990s. Stephen Covey's The 7 Habits of Highly Effective People, first published in 1989, had a lot to do with it. With a zillion copies sold to date, the book exposed people to the importance of mission statements for individuals, families, and organizations. Organizations took the advice -- sort of. With factory-like efficiency, executives began to produce long-winded, run-on mission statements. Along the way, they fooled themselves into thinking that they were creating a more mission-driven workplace. In reality, they were further alienating employees and giving Scott Adams, the creator of Dilbert, more fodder for his cynical cartoon strip. Covey warned us about this. It's right there on page 139 of The 7 Habits: To be effective, the mission statement "has to come from within the bowels of the organization. Everyone should participate in a meaningful way -- not just the top strategy planners, but everyone. Once again, the involvement process is as important as the written product and is the key to its use." I'm not sure about the bowels metaphor. I'd rather have a mission that emerges from the heart and mind instead of the bowels. But I appreciate what he's saying -- and I hope you do, too. So here we are, up to our hips in an overproduction of meaningless mission statements. What can we do? First, get rid of your current mission statement. Burning it is one option. The dramatic touch makes a powerful point, and there are wonderful team-building benefits when employees lock arms and sing songs around a roaring fire. But if you can't get your hands on an empty steel drum, or if you'd just as soon avoid all things incendiary, use one of the traditional methods. Hit the delete button. Activate the shredder. Load up the trash can. Then start from scratch, this time avoiding the efficient (but terribly ineffective) factory approach to generating a mission statement. Involve as many employees as possible, in all areas and levels of the organization. Get them talking about customers and purpose. Ponder exactly why you're all in business. And keep the conversation going and growing. If a statement develops, great. If it doesn't, that's fine, too. What you want is a brightly burning sense of mission -- and not the flameout of a mission statement that does more harm than good. ABOUT THE AUTHOR: Tom Terez (TomTerez.com) is an international consultant and frequent speaker on organizational performance (BetterWorkplaceNow.com) and personal excellence (InnerBest.com) Copyright 2003 Crain Communications, Inc. Copyright © 2008 Tom Terez Workplace Solutions, Inc. All rights reserved. P.O. Box 21444, Columbus, Ohio USA 43221-0444. Tel. 614-488-9721. Online Contact Form Home | Ideas and Insights | Improvement Tools | White Papers | Reprint Center | Talks, Workshops, Consulting | E-Letters | Contact | For Clients Visit our other sites:...TomTerez.com...InnerBest.com BetterWorkplaceNow.com, Better Workplace Now, TomTerez.com, InnerBest.com, and Inner Best are trademarks of Tom Terez Workplace Solutions, Inc.