Most organizations have a formalized mission statement. Too often it is merely posted on a wall in the conference room. Often, employees grow cynical and state that the organization’s mission statement is just that: an empty statement. However, other organizations follow a structured process that allows their managers to lead with integrity while using the core principles of mission-driven organizations. In this extremely practical presentation, that Dr. Eyal Ronen has never shared in the past, he will describe the practical steps to creating a clear mission, vision, and values for the organization. He will also describe the 4 things every leader must do in order to be effective in accomplishing his or her, and the organization’s mission.

1. Mission and Leadership:
Work Motivation That Strikes a Chord
Dr. Eyal Ronen
October 23, 2013
Twitter Hashtag - #4Glearn
Part
Of:
Sponsored by:

2. INTEGRATED PLANNING
Advising nonprofits in:
• Strategy
• Planning
• Organizational Development
Part
Of:
www.synthesispartnership.com
(617) 969-1881
info@synthesispartnership.com
Sponsored by:

3. Coming Soon
Part
Of:
Sponsored by:

4. Today’s Speakers
Dr. Eyal Ronen
Founder
Spotlight Leadership
Assisting with chat questions:
Jamie Maloney, 4Good
Part
Of:
Founding Director of Nonprofit Webinars and Host:
Sam Frank, Synthesis Partnership
Sponsored by:

5. Mission and Leadership:
Work Motivation That Strikes a Chord
Eyal Ronen, Ph.D.
www.spotlightleadership.com

6. Do Mission, Vision, and Values really
matter?
Absolutely!

7. Communication
Motivation

8. Mission: What is the reason for your
existence as an organization?

9. Vision: What is the direction you are taking
as an organization – where are you going?

10. Values: What are the guidelines for how
we conduct business?

11. Should I get the team involved in
creating the organization’s Mission,
Vision, and Values?

12. Short Answer: NO
Longer Answer: No, Maybe, and Yes
Mission: No
Vision: Maybe
Values: Yes

13. Mission
What is your organization’s mission?

14. How to Crystallize a
Mission?
Many of you already have one written
But…does it really spell out the reason
for your existence as an organization?

15. Mission
Senior leadership should answer this
question:
Why are we here?

16. Mission Examples

17. Mission
Organize the world’s information and
make it universally accessible and useful

19. Mission
To bring inspiration and innovation to
every athlete* in the world
* The legendary University of Oregon track and field
coach and Nike co-founder Bill Bowerman said, “If you
have a body, you are an athlete.”

22. Mission
Apple designs Macs, the best personal
computers in the world, along with OSX,
iLife, iWork, and professional software.
Apple leads the digital music revolution
with its iPods and iTunes online store.
Apple has reinvented the mobile phone
with its revolutionary iPhone and Apps
Store, and is defining the future of
mobile media and computing devices
with the iPad.

23. Mission
What do you think?

24. Apple 2008
Apple ignited the personal computer
revolution in the 1970’s with the Apple II and
reinvented the personal computer in the
1980’s with the Macintosh. Today, Apple
continues to lead the industry in innovation
with its award-winning computers, OSX
operating system and iLife and professional
applications. Apple is also spearheading the
digital media revolution with its iPod portable
music and video players and iTunes online
store, and has entered the mobile phone
market with its revolutionary iPhone.

25. Mission
And…also that year
“To make a contribution to the world by
making tools for the mind that advance
humankind.”
Steve Jobs

26. Mission
We bring missions to life through
workplace happiness

28. Mission
Given the examples of Apple, does a
mission statement really matter?
Not entirely (although it can help)
What matters is having a clear mission
A mission statement is only one way to
communicate it

29. How else can an organization’s mission
be communicated?
In everything that we do:
• Training materials
• On-boarding new team members
• Talks and presentations by senior
leadership
• Every team meeting
• Performance reviews
• Internal coaching sessions
• Customer interactions

30. Vision
What is a vision?

31. Vision
Vision: A clear picture of the state of the
organization
3 points in the future are even better…

32. Creating a Vision
Ask the question:
Where do I see the organization in 5
years?
In 3 years?
In 1 year?

33. Ingredients of a
Good Vision
 Clear
 Easy to understand
 Specific
We like adding numbers and dates…
Absolutely linked to the mission

34. Vision:
1,000,000 Employees, 1,000 managers,
in 200 organizations will experience
greater workplace happiness and
success by December 31, 2016.

35. Importance of Vision
• Sets the direction
• Serves as a True North for the
organizational compass
• Creates a sense of a shared destiny
• Creates a sense of a shared goal
• Give employees(and managers)
something specific to work towards

36. Values
I hate corporate values
The way they are typically done
Great mouse pad…

37. Values The Right Way
Answer the question:
How do we get things done around here?
How do we want to get things done
around here?

38. Values
Use input from as many employees as
possible in answering these questions

39. Values
Values are not just a pretty poster

40. Values
In fact, we don’t call them values…
We call them:

41. Core Operating Principles

42. Core Operating Principles
Key features:
 Positive in nature
 Clear
 Specific
 Inspiring
 Serve as a guide for future actions and
are used constantly
 Are linked to people’s values

43. Core Operating Principles
What not to do:
Use values only on the walls/mouse
pads/screen savers
Ignore how people feel about the values
(hint…excitement is not the most prevalent emotion)
Assume that the values will be applied
universally

44. Core Operating Principles
What to do:
Get many people involved
(small group discussions are great)
Constantly use the values in every
interaction
• With team members
• With colleagues
• With competitors
• With clients
• With vendors

45. Core Operating Principles

46. Value:
We obsess about bringing value to our
clients and the broader world of work.
We provide real solutions to real
problems while strongly sticking to our
organizational values.

47. Optimism:
We inspire positivity around us. We trust
that everything unfolds exactly as it
should. We perform frequent random
acts of kindness, and we invite others to
join us in doing so. We expect the best.

48. Integrity:
We use the highest levels of morality in
all our actions. We are sincere, direct,
and kind and we don’t believe in
surprises. We do the right thing the first
time around. With our clients, our
communities, and the world.

49. Community:
We build strong relationships and create
opportunities for others to do the same.
We connect with and help people that we
love. We invest in our own communities,
and we create new ones.

50. Evolution:
We never stop growing and learning, as
individuals and as a company. We
enhance our products, our services, and
our systems consciously. We love
results, and we also enjoy every step in
the journey.

51. Core Operating Principles
alue
ptimism
ntegrity
ommunity
volution

52. Values
Well-constructed values are GREAT for
Managers:
 Employees have clear behavioral standards
 Allow expression and creativity within the
boundaries of the work environment
 Serve as a decision making mechanism for
everyone!
 Free me up
 Create professional standard
 Keep me focused (and everyone else)

53. Do Mission, Vision, and Value ever change?

54. Mission

55. Vision

56. Values

57. Special Offer
($500 value)
If you have managers that can grow…
If you have teams that are undermotivated…
If you have high turnover…
If you can’t find the right people (or keep
hiring the wrong ones)…

58. Strategy Session
Only 5 spots this week left!
Personal time 1:1 with me
Not for everyone
Application will depend on mission
www.LeadWithMe.com

59. Questions…