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Mission statements miss the point

D. Keith Denton (Professor of Management, Southwest Missouri State University, Springfield, Missouri, USA)

Leadership & Organization Development Journal

ISSN: 0143-7739

Article publication date: 1 November 2001

4498

Abstract

Research on mission statements has shown considerable variability in their value as well as equal disagreement about their value. Mission statements and strategic objectives are often created in the hope that they can help push the organization toward some desired destination. Every person and every organization needs to have a clear destination for their group or organization, but it will require finding better vehicles than simple mission statements. Successful organizations should probably spend 90 percent of their time keeping people focused and 10 percent figuring out how to get there. Ineffective organizations tend to spend 90 percent of their time making rules, regulations, and procedures. Asking good questions is a fine start, but it also takes hard work and continual feedback; otherwise, you end up with a lifeless mission statement. It may not be essential for the entire group to think as one or to reach a complete agreement or singularity about what they are supposed to be about, but the process of continually monitoring and evolving this process is essential.

Keywords

Citation

Denton, D.K. (2001), "Mission statements miss the point", Leadership & Organization Development Journal, Vol. 22 No. 7, pp. 309-314. https://doi.org/10.1108/01437730110404960

Publisher

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MCB UP Ltd

Copyright © 2001, MCB UP Limited

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