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You are here: Home / Archives for 3 - Leadership / b Vision

What's the Difference Between Mission and Vision?

November 4, 2013 by Matt Perman

When reading on leadership, you very quickly come across references to “mission” and “vision.” Unfortunately, the meaning of those terms, and the difference between them, is not often made clear.

So, here’s the difference.

Mission: The ultimate purpose of the organization; it’s reason for existence. It’s why you do what you do. A mission is never “finished,” so a good mission is one that you would still be able to affirm 100 years from now.

Vision: Used in multiple ways. It is sometimes used just to mean a vivid description of what it will look like when you are fulfilling your mission in all the ways you want. More precisely, though, it is typically a large goal, usually 5-10 years out, that represents the chief focus and state of affairs you are seeking to bring about during that time period. Hence, it has a finish point and can be completed — but it is a stretch.   A good vision derives from and is aligned with the mission.

Here’s an example for a church:

Mission: To glorify God as a loving community of Christ-centered people.

Vision: To have a vibrant worshipping community of 1,000 people, from all age groups, who are active in the city for justice and mercy and loving one another, being built up by solid preaching, and meeting in regular fellowship groups.

Note, of course, that if you are a church you don’t need to make numbers central to your vision. I just did that here to help keep the example clear. A good vision is quantifiable in some way; but numerical growth doesn’t need to be central to how you define success for your church. (On the other hand, I don’t think it’s bad to care about numerical growth, either; in fact, I would argue we have a mandate to care about it in some sense, because every person matters.)

Filed Under: b Vision, Personal Vision

The Five Cs of a Healthy Vision Statement

April 26, 2012 by Matt Perman

A great post from Dave Kraft’s blog. They are:

  1. Concise
  2. Clear
  3. Communicated
  4. Compelling
  5. Contagious

 

Filed Under: b Vision

The Relationship Between Vision and Productivity

March 16, 2012 by Matt Perman

A great podcast by Michael Hyatt on how better productivity practices don’t help unless you are headed in the right direction in the first place.

Here’s his summary:

In this podcast episode I talk about the relationship between vision and productivity. I share the story of becoming a divisional leader at Thomas Nelson. Better productivity would not have improved our operating results. We needed a better vision.

And here’s his outline:

I discuss how any leader can develop vision by following these seven steps:

  1. Get alone with a journal and a pen.
  2. Make sure you won’t be interrupted.
  3. Close your eyes and pray.
  4. Jot down your current reality.
  5. Now write down what you want to see happen.
  6. Share your vision with those who have a stake in the outcome.
  7. Commit to reading your vision daily.

Filed Under: b Vision, Personal Vision

Building Your Organization's Vision

January 21, 2010 by Matt Perman

Here is the excellent article by Jim Collins and Jerry Porras on Building Your Company’s Vision, which is a great overall summary of their book Built to Last: Successful Habits of Visionary Companies.

I regard Built to Last as one of the most foundational and important books that you can read on the topic of leading organizations.

Filed Under: b Vision

Is it Impossible?

December 14, 2009 by Matt Perman

I haven’t read much John Maxwell, but I am intrigued by the subject of thinking, so I recently picked up his book How Successful People Think. Here are two good quotes:

“Nothing is so embarrassing as watching someone do something that you said could not be done” — Sam Ewing.

“Never tell a young person that something cannot be done. God may have been waiting for centuries for somebody ignorant enough of the impossible to do that thing” — John Andrew Holmes.

Filed Under: b Vision

The Universal Requirements for a Visionary Company

October 1, 2009 by Matt Perman

From Jim Collins’ Built to Last: Successful Habits of Visionary Companies:

A company must have a core ideology [core purpose plus core values] to become a visionary company. It must also have an unrelenting drive for progress. And finally, it must be well designed as an organization to preserve the core and stimulate progress, with all the key pieces working in alignment.

These are universal requirements for visionary companies. They distinguished visionary companies a hundred years ago. They distinguish visionary companies today. And they will distinguish visionary companies int he twenty-first century.

However, the specific methods visionary companies use to preserve the core and stimulate progress will undoubtedly change and improve. BHAGs [huge, audacious goals], cult-like cultures, evolution through experimentation, home-grown management, and continuous self-improvement — these are all proven methods of preserving the core and stimulating progress. But they are not the only effective methods that can be invented.

Companies will invent new methods to complement these time-tested ones. The visionary companies of tomorrow are already out there today experimenting with new and better methods. They’re undoubtedly already doing things that their competitors might find odd or unusual, but that will someday become common practice.

And that’s exactly what you should be doing in the corporations [and organizations] you work with — that is, if you want them to enter the elite league of visionary companies. It doesn’t matter whether you are an entrepreneur, manager, CEO, board member, or consultant. You should be working to implement as many methods as you can think of to preserve a cherished core ideology that guides and inspires people at all levels. And you should be working to create mechanisms that create dissatisfaction with the status quo and stimulate change, improvement, innovation, and renewal — mechanisms, in short, that infect people with the spirit of progress…. Use the proven methods and create new methods. Do both.

Filed Under: b Vision, Business Philosophy

Your Organization's Purpose Matters More Than Ever

February 13, 2009 by Matt Perman

Also in the latest Gallup Management Journal is an interview with Roy Spence called Your Company’s Purpose Matters Now. Its point is that “in this rough economic climate, it’s more critical than ever that you and your customers know why your company is in business.”

Here are a few excerpts:

Purpose is not just a crucial differentiator; it’s the strategic structure that pulls companies through the worst of times. Companies should determine their purpose — “a definitive statement about the difference you are trying to make in the world,” Spence says — then craft their leadership, management, operations, strategy, and tactics to further that purpose. What’s more, a purpose-based approach simplifies many difficult decisions and makes an uncertain future easier to navigate. …

While everyone in corporate America is cutting costs and trying to stimulate new revenues, organizations that have a clear purpose won’t be looking for silver bullets or grasping at straws or just cutting cost with no clear focus. Instead, they will have more clarity in their cuts and more certainty on how to stimulate revenues. For example, though Wal-Mart and Southwest Airlines are going through this economic Armageddon like everyone else, they know that all cuts in cost must translate into lower prices so people can live better or into lower airfares so more people can go and see and do things. These are not just cuts for their own sake.

The article has a helpful illustration from Southwest Airlines of the centrality of purpose to creating real value for people.

Filed Under: b Vision, Business Philosophy

Now This is a Good Vision Statement

February 10, 2009 by Matt Perman

This is what Jeff Bezos said about the Kindle: Amazon’s Wireless Reading Device at a Monday press conference: “Our vision is every book ever printed in any language all available in 60 seconds.”

Here’s why that is a good vision:

  1. It’s simple.
  2. It’s clear.
  3. It takes things all the way: “every book ever printed in any language.” Yes! It’s not “most books” or “95% of books.” To be remarkable, you have to be bold and go the full distance. 95% does not inspire. But 100% — that’s amazing.
  4. Its fulfillment would be a tremendous service to the world.

Now, here’s something not so great:

Some publishers and agents expressed concern over a new, experimental feature that reads text aloud with a computer-generated voice.

“They don’t have the right to read a book out loud,” said Paul Aiken, executive director of the Authors Guild. “That’s an audio right, which is derivative under copyright law.”

Here we have a recommendation that the kibosh be put on a really great idea because “they don’t have the right to read a book out loud.” This is another example of how innovation is stifled and how good ideas get killed. Sure, there may be issues, but let’s figure them out. Let’s not point to process and say “well, this shouldn’t be done.”

What about the copyright law, though?

An Amazon spokesman noted the text-reading feature depends on text-to-speech technology, and that listeners won’t confuse it with the audiobook experience. Amazon owns Audible, a leading audiobook provider.

Wouldn’t it be interesting if the Kindle, or a device like it, could by means of this audio feature bring great access to books into societies with currently low literacy rates? In other words, such a device could perhaps make it possible for those who can’t read to still “read” some great books by listening to them via the text-to-speech technology. And what if everyone was given one?

Someone could say “well, you would run into problems with recharging those devices because electricity would probably not be reliable or available, and beyond that if the literacy rate is this low, probably food and water are higher priorities. Also, people just might not be interested in that.”

Well, good points. But the way forward is not to then stop and give up on the idea (whether this one or any other), but figure out if there is a way to do it which overcomes the obstacles. Maybe not. But don’t kill ideas too early. At the very least, exploring them could lead to something different, more workable — and better.

Filed Under: b Vision, Publishing, Technology

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What’s Best Next exists to help you achieve greater impact with your time and energy — and in a gospel-centered way.

We help you do work that changes the world. We believe this is possible when you reflect the gospel in your work. So here you’ll find resources and training to help you lead, create, and get things done. To do work that matters, and do it better — for the glory of God and flourishing of society.

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About Matt Perman

Matt Perman started What’s Best Next in 2008 as a blog on God-centered productivity. It has now become an organization dedicated to helping you do work that matters.

Matt is the author of What’s Best Next: How the Gospel Transforms the Way You Get Things Done and a frequent speaker on leadership and productivity from a gospel-driven perspective. He has led the website teams at Desiring God and Made to Flourish, and is now director of career development at The King’s College NYC. He lives in Manhattan.

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